Mentorship

We go to great lengths to support your success

At McKinsey, we learn by doing. And to make sure our consultants have the best chance of success in that kind of environment, we’ve established a culture of mentorship and support.

Formal mentor relationships
When you join the firm, you’ll be assigned a McKinsey partner as your Development Group Leader, or DGL. Your DGL plays an active and ongoing role in your growth. This senior colleague offers regular feedback on your work, participates in your performance evaluation twice a year, and measures progress against your development goals.

Your DGL is also your sounding board. Turn to this person for advice—whether you’re weighing your next client study, considering changing offices, or looking further into the future.

Informal mentor relationships
Many new consultants find informal mentors in their senior colleagues, often during client engagements. These informal relationships will form the bedrock of your network as a source of professional and personal advice. In turn, you will be expected to mentor other new consultants as you gain experience.

Learning by doing
The apprenticeship model—based on observation and hands-on practice—is the foundation for learning at McKinsey. It provides for real-time feedback from colleagues and complements the formal training you’ll receive. You’ll find yourself thrown into new and challenging situations—but we’ll give you the support you need.

Client engagements change often, which means you’ll have the chance to work across many industries in many roles on many different types of projects. You’ll gain more exposure to vital management and industry issues more quickly here than you could anywhere else.