The McKinsey Edge

Success Principles from the World’s Most Powerful Consulting Firm

Shu Hattori
McGraw-Hill © 2016
173 pages
[@]

Rating Take-Aways

8
9 Applicability • Maintain a laser focus on what really matters, so every activity you take on adds value.
7 Innovation • Having a clear vision of an end product enables you to work faster and more efficiently.
8 Style
• When you learn and boil down materials, extract the meaningful nugget of information
and formulate a “30-second answer to everything.”

• “There is no such thing as glamorous growth…only painful growth.”

Focus • Construct “base, best and worst-case scenarios” to create strategy and act proactively.
Leadership & Management • Passion ignites your interests, gives you energy, makes you happy and keeps you going.
Strategy
Sales & Marketing
• Create a “commitment plan” with sections for “business/career, family, personal health
and friends/network.”
Finance
Human Resources • Asking “suggestive questions” is a nonconfrontational way to “turn no into yes.”
IT, Production & Logistics
• An effective leader assigns team members tasks that set them up for success.
Career & Self-Development
Small Business • Great leaders are entrepreneurial, “problem-solving maestros” who are good with other
Economics & Politics people and “great at getting things done.”
Industries
Global Business
Concepts & Trends

To purchase personal subscriptions or corporate solutions, visit our website at www.getAbstract.com, send an email to info@getabstract.com, or call us at our US office (1-305-936-2626) or at our Swiss office
(+41-41-367-5151). getAbstract is an Internet-based knowledge rating service and publisher of book abstracts. getAbstract maintains complete editorial responsibility for all parts of this abstract. getAbstract
acknowledges the copyrights of authors and publishers. All rights reserved. No part of this abstract may be reproduced or transmitted in any form or by any means – electronic, photocopying or otherwise –
without prior written permission of getAbstract AG (Switzerland).

This document is restricted to the personal use of Waqar Ahmed (W9Ahmed@sa.ibm.com) 1 of 5

LoginContext[cu=3428278,ssoId=1568315,asp=1320,subs=5,free=0,lo=en,co=SA] 2019-04-29 00:39:01 CEST

getabstract

getabstract
Relevance
getabstract
What You Will Learn
In this summary, you will learn:r1) What leadership philosophy McKinsey & Company consultants follow; 2) What
best practices McKinsey suggests for managing clients, solving problems, leading teams and getting ahead;
and 3) How to apply these strategies to your career.
getabstract
Recommendation
This leadership guide leaves the philosophizing aside and focuses on the mechanics of managerial efficacy. McKinsey
& Company alum Shu Hattori lays out basic and best practices culled from his days at “the Firm.” His manual
offers guidance for getting ahead, improving communication, increasing productivity and overdelivering in your
personal and professional life. Each of the 47 principles seems simple by itself, but taken together these nuggets
provide an excellent framework for growth. getAbstract recommends Shu’s something-for-everyone compendium
as a fundamental addition to your leadership development library.
getabstract
getabstract

getabstract
Summary
getabstract
The McKinsey Way
Alumni of the McKinsey & Company consulting firm hold top spots at Fortune
500 companies, including 70 CEO slots in recent years. The success principles they learn
at “the Firm” help them remain leaders throughout their lives. This framework relies on
field-tested best practices for life and career success in five arenas: “building the self,
getabstract growing with others, excelling in process management, going the extra mile” and becoming
“If you were to single
out a commonality
“a thinker and a writer.”
among McKinsey
consultants and future “Get Ahead”
leaders…I believe it
will be in their pursuit In everything you do, attend to “what really matters.” What’s important varies depending
of thinking.” on your industry and context, but you must identify and pursue your priorities. Specifying
getabstract
your core focus brings clarity to the steps you must take to achieve your goals. Chart the
most direct path to your goal, and align your steps toward it with your financial results. To
attain this level of focus when you’re on a tight deadline, determine which tasks are urgent
and complete those first.

Start your day by tackling the “hard stuff” – assignments that take effort and concentration.
Devote your time to activities that earn revenue. Delay activities such as proofing or
getabstract responding to emails until later in the day when your mental capacity may diminish. To
“Most of the time,
the greatest value a stand out when surrounded by people as smart and hardworking as you are, respond to
leader can bring is people’s “small signals.”
to slice and dice the
problem and necessary
activities into bite- Busy people don’t want to spend time filtering material to get meaningful information.
size pieces so that it is
in an understandable Synthesize information, and prepare an instantly ready, “30-second answer to everything.”
language.” This skill includes sifting data, giving better presentations, intuiting what people want and
getabstract
thinking like a CEO.

When you start a new project, hit the ground running. The impression you make while
ramping up will remain with your team, clients and managers. In the first week, meet with
project leaders, resolve problems, get to know your team members, set up meetings and

The McKinsey Edge getAbstract © 2019 2 of 5

This document is restricted to the personal use of Waqar Ahmed (W9Ahmed@sa.ibm.com)

LoginContext[cu=3428278,ssoId=1568315,asp=1320,subs=5,free=0,lo=en,co=SA] 2019-04-29 00:39:01 CEST

 begin to delegate. Have a clear vision of the end result, and determine how to communicate
it effectively. Knowing where you are going enables you to work aggressively and persevere
through setbacks. Thomas Edison knew what the incandescent lightbulb would look like
long before he produced it.
getabstract
“As you transcend or
think about the next “Hang Tight”
leadership horizon, you
need to focus on what Stress comes with the job. Smiling through the pressure is your secret weapon. Smiling
really matters for that engenders positive emotions, reduces stress, shows confidence and encourages agreement.
position.”
getabstract When a situation feels insurmountable, remind yourself, “there is no such thing as
glamorous growth but only painful growth.” Instead of complaining, take any small step
that moves you forward. Reach for help from people you trust, and don’t dwell on past
failures or mistakes.

Prepare for the worst-case scenario instead of going into firefighter mode and reacting
during a crisis. Envision “base, best and worst-case scenarios” to remain in control of your
emotions when things go downhill, and to act proactively in anticipation of a blowup.
When you feel emotional, give yourself 24 hours before reacting. Remind yourself that
getabstract
“When you help others everyone behaves in ways they believe are the best interests of the company or project. If
succeed, others – but you find a statement or question upsetting, look for the underlying request and respond to
not necessarily the ones
you helped – will help that. Develop the skill of following up. Although following up often gets lost in the shuffle
you succeed.” of busy workdays, it shows maturity, care and dedication, and it increases your credibility.
getabstract

“Multiple Reflections”
When faced with a tough question or decision, consider someone whose work you admire
and ask, “What would X do?” Having a role model provides a moral compass, helps you
with decision making and keeps you on track when dealing with your team, clients and
managers. Become a role model yourself by setting a good example.

When you’re dashing from one meeting to the next, you can lose control of your schedule,
getabstract which can cause stress and drain your energy. Know which activities boost your energy
“Recognize the magic
of life: Live each and level and which deplete it. Spend more time on items that replenish your drive, like talking
every day to the fullest. to people, than on unlikable tasks, such as running errands. Save time to withdraw from
It will definitely act
positively in your
busyness to reflect and revitalize. Exercise to build inward focus while you notice and
work.” appreciate your environment.
getabstract

Passion means different things to different people. Whatever ignites your interest, gives you
energy, makes you happy and keeps you going is your passion. To focus on your passions
and priorities, create a “commitment plan” – an outline of your immediate, mid- and long-
term goals. Make a chart with sections for “business/career, family, personal health and
friends/network.” Write three or four goals in each section. A commitment plan compels
you to assess your progress. Fulfilling it becomes a source of pride and encouragement.

getabstract “Communication”
“Strong leaders,
especially at the Firm,
“Memorize the first three sentences” when preparing a presentation, because people are
have a knack for most attentive during your opening lines. Knowing your lead-in by memory calms your
making things go well nerves and sets a rhythm. Engage your audience in the first few lines by making an
when all goes to hell.”
getabstract emotional connection. Tell a story, use a quote or share a funny anecdote. Keep your
sentences short and your wording concise. Questions fall into four categories: “fact-based
and information-seeking, discovering, evaluative or comparative, and challenging.” When
someone asks you a hard question, pause for three seconds before answering. Pausing can
help you avoid becoming defensive if challenged.

The McKinsey Edge getAbstract © 2019 3 of 5

This document is restricted to the personal use of Waqar Ahmed (W9Ahmed@sa.ibm.com)

LoginContext[cu=3428278,ssoId=1568315,asp=1320,subs=5,free=0,lo=en,co=SA] 2019-04-29 00:39:01 CEST

 Great leaders would rather ask questions and learn from someone else than talk. Curiosity
keeps them from moving on to another topic as they ask more questions to learn more.
They’re comfortable admitting when they don’t know an answer, and they care about what
other people say. Asking “suggestive questions” is a non-confrontational way to “turn no
getabstract into yes” or to correct someone. Asking suggestive questions also invites the other person
“Don’t blurt out an
answer immediately; to consider additional ideas, alternative scenarios or hypothetical situations.
instead show others
you can withstand the
weight of silence.” “Connection”
getabstract While jumping right into business at a meeting is tempting, relationship building is equally
important. Look for a shared interest such as a hobby, art, music or sports. Take Maya
Angelou’s advice when she said, “Try to be a rainbow in someone else’s cloud.” Leaders
should have something to give, whether it’s positive energy, a calming manner, a clear mind
or objectivity.

Personality conflicts are sure to arise. When this happens, believe the other person is
acting with positive intent. Change your mind-set from critical to nonjudgmental. Sharing
getabstract stories can bring people together and forge stronger bonds. Humanize your co-workers
“The biggest obstacle and subordinates by “leveraging” their talents rather than treating them as just another
for many people is that
they are not sufficiently interchangeable resource. Thanking people for their help engenders positive feelings.
self-actualized to
realize that they could
become leaders.”
“Understanding”
getabstract Effective leaders assess their team members’ skills and capabilities so they can assign them
appropriate tasks and set them up for success. If your subordinates are struggling, ask
yourself if the assignment they’re doing aligns with their skills. Do they understand the
objective, is the deadline realistic and have you considered all the obstacles?

Evaluate your staff members based on the efficiency of their processes, their ability to
analyze problems, their attitude, their willingness to collaborate and their performance. To
develop them, assign challenging tasks that let them work independently and contribute
getabstract to the team’s goals. Leaders don’t lead in a vacuum; they must inspire their followers.
“People who rise to
leadership know more Coaching your team members is one way to generate “followership.” Slipping into the
deeply who they are, habit of correcting mistakes or pointing out what went wrong is a common pitfall, but
what they are good at
and how to improve
it demoralizes people. Instead, offer constructive feedback using the “positive criticism
their strengths.” technique.” Begin with praise, point out an area that needs correction, offer a suggestion
getabstract
about how to proceed and end with another positive comment.

“Productivity Themes and Enablers”

To-do lists help people stay organized. The two-by-two chart method is an efficient format
to consider. Create “four boxes” labeled “current work, personal (including fitness), this
week new engagements and new learning.” List activities under each heading, and review
and update your chart weekly. Being busy and being productive are different. What matters
getabstract
“The good news here is, is how much work you produce and how it contributes to your organization’s short- and
yes, you need to become long-term goals.
the giver and mood
maker as you transition
to leadership, but when To this end, establish a “Check-in/Check-out” policy. Begin each day with a team huddle
you master them, those to discuss that day’s deliverables and outcomes. Focus on what should get done, not how
skills and that mind-set
stick with you the rest of to do it. That may require a “separate problem-solving meeting.” Call a second brief team
your life.” huddle at the end of the day to review priorities, deadlines and open issues.
getabstract

For any meeting, prepare an agenda to provide focus, avoid wasting time and keep people
on task. Contribute to every meeting you attend, even if you’re not a primary participant.

The McKinsey Edge getAbstract © 2019 4 of 5

This document is restricted to the personal use of Waqar Ahmed (W9Ahmed@sa.ibm.com)

LoginContext[cu=3428278,ssoId=1568315,asp=1320,subs=5,free=0,lo=en,co=SA] 2019-04-29 00:39:01 CEST

 Meetings fall into four types:

1. “Update” – Replace these low-value sessions with communications, such as emails.

2. “Alignment” or “escalation” – These informative, time-intensive and complex
gatherings don’t directly contribute to outcomes.
getabstract 3. “Knowledge sharing and idea generation” – Use these sessions to learn and
“One of the trade exchange ideas.
secrets I discovered at
McKinsey was finding 4. “Problem-solving” – These high-value meetings generate discussion and decisions.
the best in people and
not necessarily finding
the best people to work Manage your email proactively with the “5D’s” system: “Delegate” writing emails to
with every time.” team members to free your time. “Delete” emails during down times, such as during your
getabstract
commute. “Defer” writing fun emails to a later time. “Deword” your emails by taking out
unnecessary words and phrases. “Deactivate” email when you leave work on Friday, and
don’t revisit it until the new workweek begins.

Presentation Building Blocks

Create templates for presentations and updates. The six building blocks of McKinsey
presentations are:
getabstract
“There is no guiding 1. Present the relevant “background,” concerns and goals.
principle of passion. 2. Explain the changes you are advocating.
It’s what you choose
to believe. What’s 3. Quantify the expected results and effects of your suggestions.
important is finding the 4. Identify the pivotal questions that need responses.
energy that makes you
happy and fired up in 5. Present a concrete step-by-step plan, including working sessions and meetings.
the morning.” 6. Discuss the project team structure you are suggesting.
getabstract

“The Challenge to Achieve Lasting Growth”

Sharing your data, tools, models and training materials creates benefits for others that they’ll
return to you several times over. You can’t control everything that affects your chances
of success, so control what you can. Make smart choices about investing your time; for
example, live close to work to reduce commuting or hire someone to help with cleaning and
errands. Learn to ask “leading questions” that help people think differently. Ask “what if” to
encourage someone to view a problem through a different lens. Test someone’s assumptions
getabstract by asking what he or she “would need to believe” in order to achieve a desired goal. Have
“It’s normal that him or her consider what a competitor might do in a certain situation or how a client could
expectations change
and [that] what you react to a different option. These guiding questions help people identify potential risks and
want changes along rewards so they can move ahead.
with them.”
getabstract
The Leadership Profile
Exemplary leaders excel in four areas. They inspire and motivate other people. They solve
problems. They get to the heart of a situation and drive toward a solution. They get things
done. They have an entrepreneurial mind-set even when they work for other people. They
improve existing practices and take the initiative to create something new. They take
responsibility and they don’t fear risk.
getabstract
getabstract

getabstract
About the Author
getabstract
Shu Hattori is a leadership trainer and former engagement manager in the high-tech sector for McKinsey
& Company.

The McKinsey Edge getAbstract © 2019 5 of 5

This document is restricted to the personal use of Waqar Ahmed (W9Ahmed@sa.ibm.com)

LoginContext[cu=3428278,ssoId=1568315,asp=1320,subs=5,free=0,lo=en,co=SA] 2019-04-29 00:39:01 CEST