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Game: Team leader
You are a McKinsey engagement manager
Engagement managers are at the center of client projects, or “engagements,” as we call them. They work with client executives and McKinsey partners to define the problem at hand, support the McKinsey team in executing “workstreams” (the various sets of tasks required to complete the project), coach less experienced consultants, and ensure that the project remains on track to deliver valuable insights and recommendations to the client.
In this game, your role is to lead a joint team of McKinsey consultants and client executives through a project for Wang Fo Manufacturing, a fictional client. You will encounter 10 situations that require you to make a decision. For each situation, select what you think is the best response. You’ll then receive comments on your decision.
At the end of the game you’ll get a score and you can see how you’ve performed in comparison with other players. All players and scores are anonymous.
1 Managing the first team workshop
Martin (McKinsey associate): “You already know about the engagement process. The purpose of our meeting today is to give a brief overview of the project and discuss roles and responsibilities. We’ll also discuss next steps and talk about how we want to work together as a team. But first let’s introduce ourselves. I’m Martin, an associate from McKinsey.”
Ari (client analytics manager): “I’m Ari, and I’m an analytics manager at Wang Fo. I have to admit I don’t understand why I’m involved in this project. Declining sales is a problem for marketing and sales, not us in the analytics group. Quite frankly, everyone is tired of them trying to shift the blame.”
Olga (client sales manager): “Thank you, Ari. I’m Olga, a sales manager. I don’t really understand my role here either, but I do think Ari needs to stop complaining.”
Justin (client regional operations manager): “I’m Justin, regional operations manager at Wang Fo.”
How do you respond to this situation?
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A Review the engagement process again with the team. Describe the phases the project will move through and explain how each Wang Fo manager will contribute to them.
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B Explain that it’s important to have a representative from each department, but don’t spend a lot of time on this. The Wang Fo managers will find out where they fit into the big picture as work progresses.
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C Discuss the engagement process again with the team, emphasizing the final goal. Ask each Wang Fo manager to discuss how he or she can contribute to reaching this goal.
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D Emphasize each department’s goal and explain how analysis, sales, and regional management will benefit from the project. The Wang Fo managers need to understand their respective tasks but won’t need to work closely together, so it shouldn’t matter too much if there is animosity between them.
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E Do nothing.
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Your answer: 5 Points
This approach is unlikely to resolve the situation. You’ve already walked the team through the engagement process. If they didn’t see how they could contribute before, why should they now? A better tactic is to review the goals of the project and let each team member tell you how they can contribute. This will help them take ownership of the solution.
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Your answer: 2 Points
This approach will only cause more confusion and resentment. The Wang Fo managers need to understand their roles from the start or they won’t be effective. A better tactic is to review the goals of the project and let each team member tell you how they can contribute. This will help them take ownership of the solution.
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Your answer: 10 Points – The Best Answer
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Your answer: 0 Points
It’s important that the team functions as a unit. This decision won’t help it to develop or interact, and could jeopardize the project. Team members will be more likely to come to you individually than work together. A better tactic is to review the goals of the project and let each team member tell you how they can contribute. This will help them take ownership of the solution.
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Your answer: 1 Point
Ignoring the situation isn’t a good idea. The Wang Fo managers on the team need to understand their roles from the start or they won’t be effective. A better tactic is to review the goals of the project and let each team member tell you how they can contribute. This will help them take ownership of the solution.
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The best answer: C
This is the best approach. Reviewing the goals of the project and encouraging each team member to discuss how they can contribute will help to define roles and provide a sense of purpose. It will also help team members take ownership of the solution, set a precedent for active contributions, and open up a healthy dialogue within the team.
2 Discussing Martin’s development goals
Martin (McKinsey associate):“Now the work plan is complete, it’s obvious that time is going to be tight. I think we might be able to save a few hours by putting off the discussion of my development goals until later. As far as I’m concerned, it’s not a priority. The client comes first.”
What should you do about Martin’s development goals?
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A Meet with Martin and help him set up his personal development goals for the project even though he isn’t keen to do it now and you are extremely busy. You can work late to make up the time.
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B Postpone the discussion until the middle of the project. Tell Martin you’ll sit down with him in the third week when there will be more time. You’ll also know Martin better by then, so setting realistic goals will be easier.
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C Ask Martin to prepare his own development goals. You can review them afterwards, saving yourself time. This will also give Martin a sense of independence. After all, he’s an experienced associate, and you don’t need to hold his hand.
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D Postpone work on Martin’s development goals until the end of the project. He isn’t interested in doing it now and you can’t spare the time. Having your discussion later will be better for both of you. After all, Martin has a reputation as a highly skilled associate. You don’t need to worry about his development goals for now.
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E Do nothing.
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Your answer: 10 Points – The Best Answer
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Your answer: 2 Points
This isn’t the best decision. It’s unlikely that you’ll have more time as the project progresses, and your knowledge of Martin isn’t the issue. You need to know where his strengths lie and which skills he needs to develop before you can make the best use of him during the project.
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Your answer: 5 Points
This seems a good idea, but it isn’t the best choice. Martin isn’t eager to work on his development goals at the moment, so there’s no guarantee he’ll do this on his own. You need to know where his strengths lie and which skills he needs to develop before you can make the best use of him during the project. You can’t know that unless you work with him on his development goals.
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Your answer: 1 Point
This is not a good decision. The recommended McKinsey process is to begin formulating development goals at the outset of a project. You need to know where Martin’s strengths lie and which skills he needs to develop before you can make the best use of him during the project.
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Your answer: 0 Points
Ignoring Martin’s request isn’t a good decision. The recommended McKinsey process is to begin formulating development goals at the outset of a project. You need to know where Martin’s strengths lie and which skills he needs to develop before you can make the best use of him. You can’t know that unless you work with him on his development goals.
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The best answer: A
This is the wisest course of action, even though it may annoy Martin and cost you time. You are trading time now for Martin’s long-term development, and the trade-off is undoubtedly worth it. You need to know where his strengths lie and which skills he needs to develop before you can make the best use of him during the project.
3 Scheduling an interview with a client executive
Justin (client regional operations manager): “I remember you wanted to make sure that Herbert Messina, the deputy director of finance, was included in the interviews we’re holding. I know it’s only the third day of the project, but I wanted to let you know he’s leaving on Thursday for a week-long training program.”
Alicia (McKinsey associate): “I’m not sure it makes sense to talk to Mr Messina before we have a clear idea of how the project will be structured. We won’t know enough about the project to hold an informed interview with him until the end of the week, after he’s left. On the other hand, the initial interview we had with him was very good, just a bit superficial.”
A quick call to Mr Messina’s assistant reveals that you have a choice: interview him tomorrow or wait until he gets back from his course. What would be better?
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A Set up an interview with Mr Messina for tomorrow. Your work plan is incomplete and you won’t have enough time to prepare a structured agenda, but it’s crucial to see him as soon as possible. Admit that you aren’t fully prepared but explain that the interview will still be valuable. You can set up another more structured interview when he gets back.
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B Schedule the interview for when Messina returns. The purpose of the interviews is to gather information and create support for the project. Without adequate knowledge of Wang Fo Manufacturing or a clear idea of the structure of the project, you won’t know what information you need. If you’re badly prepared for the interview, it will tarnish Messina’s view of the project and you’ll find it harder to get the information you need later on.
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C Do nothing.
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Your answer: 10 Points – The Best Answer
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Your answer: 2 Points
This was a chance to hold your first substantive interview with Mr Messina since the initial high-level conversation, but you decided not to go ahead because the interview would have been unstructured. This decision will set you back; it would have been better to have gone ahead with the interview even if you were not fully prepared. Interviews are valuable even if they are unstructured. By waiting until later to hold a structured interview, you miss out on valuable information you need now about Wang Fo and its culture.
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Your answer: 0 Points
Doing nothing means you miss the opportunity to hold an interview with Mr Messina before he leaves. This decision will set you back; it would have been better to have gone ahead with the interview even if you were not fully prepared. Interviews are valuable even if they are unstructured. By talking with Mr Messina you would have gained valuable information about Wang Fo and its culture. You should at least have scheduled an interview for Mr Messina’s return to signal that you value his input. Now you’ll have to wait until he’s back in the office.
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The best answer:
This is a good decision. It’s crucial to establish communication with top managers and let them get comfortable with you. Even if you don’t know exactly what information you need, you’ll pick up valuable information about the company culture and open doors to other managers in the finance area. On the other hand, because you haven’t had enough time to prepare for the interview with Mr Messina, you do run the risk that he might think you are disorganized.
4 Speeding up the flow of information
Martin (McKinsey associate): “I’m sorry, I can’t get any further without the cost accounting breakdown by product. I requested it from Erwin Schmidt in the statistical analysis department, but that was two weeks ago and I haven’t seen anything.”
Alicia (McKinsey associate): “Olga and I are in the same situation. We’re still waiting for the information we need to complete the sales breakdown by geographic area.”
Olga (client sales manager): “This is starting to become an emergency.”
How do you get the information you need?
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A Tell Mr Schmidt that the board of directors needs the information and impress on him the importance of the work you’re doing.
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B Ask Mr Schmidt for access to his files. Tell him that if his people are too busy your team members can go through the files and get the data themselves.
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C Make up a story about the CEO needing your report tomorrow. Tell Mr Schmidt you are under a lot of pressure. Without the statistical data, you can’t complete your report. Hint that you’ll be in trouble if he doesn’t help you out.
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D Ask one of the Wang Fo managers on the team to handle the situation. Someone from the company will be in a better position to explain the situation to Mr Schmidt and get his cooperation.
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E Invite Mr Schmidt to attend team meetings. If he feels part of your team and understands the needs of the project, he’ll be quicker to respond to your requests.
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F Do nothing.
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Your answer: 1 Point
This approach is unlikely to work in the long run. Although Mr Schmidt will comply with your request, he may think you are arrogant and self-important, and he may not cooperate with you in the future. He needs to understand what the team is doing and how Wang Fo will benefit. A good way to help him learn is to invite him to your team meetings.
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Your answer: 5 Points
This is an acceptable answer, but it would have been better to invite Mr Schmidt to your team meetings. He needs to understand what the team is doing and how Wang Fo will benefit. However, if you’ve heard people saying that Mr Schmidt’s department is understaffed, he’ll probably be pleased that you’ve volunteered to get the data, which may work to your advantage in the long run.
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Your answer: 0 Points
Lying is unprofessional and never appropriate. Mr Schmidt may respond quickly now, but when he learns you weren’t telling the truth he’ll feel you’ve deceived him. Instead, help him understand what the team is doing and how Wang Fo will benefit. A good way to do this is to invite him to your team meetings.
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Your answer: 2 Points
This isn’t a bad response, but it’s more appropriate for you as the engagement manager to handle the matter. Your best course of action is to help Mr Schmidt understand what the team is doing and how Wang Fo will benefit. A good way to do this is to invite him to your team meetings.
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Your answer: 10 Points – The Best Answer
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Your answer: 0 Points
This isn’t a problem you should ignore. Mr Schmidt needs to understand what the team is doing and how Wang Fo will benefit. You could have helped him learn by inviting him to team meetings.
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The best answer: E
This is the wisest course of action. Mr Schmidt needs to understand what the team is doing and how Wang Fo will benefit. A good way to help him learn is to invite him to your team meetings.
5 Getting input from the engagement director
Alicia (McKinsey associate): “So this is where Tanya is staying. It was a good idea to hold the meeting in her hotel restaurant.”
Martin (McKinsey associate): “Yeah, we really need her input before it’s too late in the project. We haven’t seen much of her yet.”
Alicia: “Here she comes, but she’s carrying her luggage. What’s going on?”
Tanya (McKinsey engagement director): “Hi guys, I’m so sorry but I have a client emergency. There’s nothing I can do about it. I’m just setting off for a three-hour train journey. There’s my taxi – I’ve got to rush.”
What do you do about Tanya’s absence?
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A Email Tanya your results and leave a strongly worded voicemail explaining that you believe it’s imperative to keep her updated on the project.
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B Cancel your meeting and reschedule it for when Tanya gets back. It’s more important to get her input than to hold your meeting without her.
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C Plan to meet Tanya privately when she gets back. You need her feedback but there’s no need to waste the team’s time. If the meeting involves just the two of you, it will be easier to schedule a date with Tanya when she returns.
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D Take the trip with Tanya. Get in the taxi together and work on the train journey. When you arrive at the destination, turn round and come back again. This will cost you a day and a night, but it’s worth it to get Tanya’s input straight away.
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E Do nothing.
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Your answer: 5 Points
This isn’t the best answer. You know from experience that Tanya can be called away at any minute, however inconvenient it may be. If Tanya doesn’t see what you’ve done until the first progress review with the client, she may ask you to do a lot of rework.
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Your answer: 1 Point
There’s every chance that if you postpone the meeting the same thing will happen again next time. You need to take the initiative to get Tanya’s feedback.
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Your answer: 2 Points
However carefully you schedule the meeting, it’s still possible the same thing will happen again. You need to take the initiative to get Tanya’s feedback
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Your answer: 10 Points – The Best Answer
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Your answer: 0 Points
Taking no action is a poor choice. You should have found a way to get Tanya to review your work. Your failure to do so will come back to haunt you in the form of extra work.
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The best answer: D
This is the best decision in a difficult situation. Unfortunately Tanya is directing a number of engagements at once so her time is very limited. You recognized that it was vital to get her feedback and took the initiative – a decision that should save you a lot of rework later.
6 Overcoming a lack of response
Alicia (McKinsey associate): “Alberto Bossi, the executive from pricing who’s been assigned to work with me, was supposed to provide a pricing analysis. But he hasn’t done this sort of work in years and he’s hardly given me a thing so far. I need the analysis. I think I’d better do it myself or it will never get done.”
How do you respond to Alicia’s predicament?
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A Let Alicia do the analysis herself. Even if it delays her work, it will be good for her professional development. Advise her not to alienate Mr Bossi.
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B Have Alicia spend more time with Mr Bossi. Tell her to work closely with him and find ways to interest him in the analysis. Accept that the pricing analysis may be delayed as a result.
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C Work with Mr Bossi yourself. Take over Alicia’s work and diplomatically offer Mr Bossi your assistance. He’ll probably welcome it.
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D Ask the executive responsible for pricing if there’s a more junior manager who can take over from Mr Bossi. This is an internal Wang Fo Manufacturing problem and it’s appropriate for someone in the company to handle it.
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E Do nothing.
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Your answer: 5 Points
With this choice you risk losing the management support you need to cultivate at Wang Fo Manufacturing. You’ll probably alienate Mr Bossi, and without his input there could be a risk of data errors.
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Your answer: 10 Points – The Best Answer
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Your answer: 2 Points
No one benefits from this choice. Alicia misses an opportunity to develop her skills, and your time is already committed. If Mr Bossi is embarrassed or alienated by your offer of help, you’ll lose his support. It would be better to get Alicia to work closely with him to keep him on the team and benefit from his expertise. Invest her time now for a greater return later.
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Your answer: 1 Point
This approach won’t work. You need Mr Bossi’s support, and going through his supervisor will upset and alienate him. It would be more diplomatic to speak with him directly. The best solution would be for Alicia to work with him more closely, investing her time now for a bigger return later.
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Your answer: 0 Points
Ignoring the situation means that Alicia will continue to have problems with Mr Bossi, jeopardizing her piece of the project. You should have got Alicia to work more closely with Mr Bossi, investing her time now for a bigger return later.
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The best answer: B
If you have enough time, it’s best to take this route and have your associate work with Mr Bossi. He was assigned to your team because of his expertise. Asking him to complete meaningless sub-tasks won’t help your project. Invest Alicia’s time now for a greater return later.
7 Handling a difficult client request
Jacques Piet (client vice-president for production): “Now that Martin and Alicia have left, could I have a word? For our next meeting, I think it would be better if you came alone. Frankly, I don’t see the point of such a big meeting if your colleagues don’t have much to say. I’m sure they can use their time more efficiently elsewhere.”
How do you respond to Mr Piet’s request?
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A Agree with Mr Piet. Don’t bring Martin and Alicia to meetings in future and make the upcoming presentation yourself. Your client has made a special request and you should fulfill it.
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B Try to change Mr Piet’s mind. Explain that it is your associates who are doing the work on the project, and they need to gather information themselves by attending meetings and making presentations. Once Mr Piet understands this, he should relent.
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C Try to persuade Mr Piet to let you bring either Martin or Alicia. At least one associate will still be in contact with the client and have an opportunity to make presentations.
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D Explain the situation to Tanya, your engagement director, and ask her to speak with Mr Piet. Perhaps she can persuade him to let you bring both associates.
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E Do nothing.
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Your answer: 0 Points
This decision will please no one. The project will suffer if Martin and Alicia don’t attend meetings. They won’t get direct access to information they need to hear and they’ll lose opportunities to hone their presentation skills. In addition, if you allow the client to see you as his primary contact, he may monopolize your time as the project progresses.
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Your answer: 10 Points – The Best Answer
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Your answer: 2 Points
This decision will please no one. The project will suffer if Martin and Alicia don’t both attend meetings. Not taking part will deprive one of them of access to important information and the opportunity to hone his or her presentation skills. In addition, if you allow the client to see you as his primary contact, he may monopolize your time as the project progresses.
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Your answer: 5 Points
If you don’t feel comfortable handling a problem like this your engagement director can offer advice, but bear in mind that engagement directors have very busy schedules, and be careful how you use their time. In any case, you were right to realize that Mr Piet needs to understand the benefits of including team members in all meetings.
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Your answer: 1 Point
By doing nothing, you’re effectively agreeing with Mr Piet that Martin and Alicia won’t attend meetings in future, and the project will suffer as a result. Martin and Alicia won’t get direct access to the information they need to hear and they’ll lose opportunities to hone their presentation skills. In addition, if you allow the client to see you as his primary contact, he may monopolize your time as the project progresses.
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The best answer: B
You made the right decision: it’s always a good idea to inform clients about the way we manage client projects. Mr Piet may be focusing on the costs associated with large meetings, but he needs to understand the benefits of involving all the team members. It’s in your best interests for Mr Piet to be comfortable dealing with other members of the team.
8 Keeping the project on track
Nicole Petrova (client executive vice-president): “Even though I’m not directly involved in your project, I’ll be responsible for implementing your recommendations. The president has told me about the direction you’re taking and I strongly disagree. Our market segmentation is not the problem you think it is; we reviewed it last year and concluded it was fine.
I’ve been in the high-tech industry for more than 10 years and I can tell you your assumptions are misguided. But don’t worry, I’ll be glad to help you redefine the problem in time for next week’s progress review. Having me on board can only help the project, and I think the president will be pleased too.”
What do you do about Ms Petrova’s desire to join the team?
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A Set up a meeting with Ms Petrova to review the exhibit pack. Take her through your work to date and present her with the facts. She’ll see there is no need to redirect the project and therefore no need for her to join the team.
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B Ask Tanya, your engagement director, to meet with Ms Petrova. The situation could be politically dangerous and you need Tanya to defuse it.
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C Invite Ms Petrova to join the team. You can’t risk alienating her or the president. Bringing her onto your team is the safest course of action.
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D Explain McKinsey’s role as an independent consultant and decline respectfully. Assure Ms Petrova that you welcome her ideas, but you can’t allow her to redirect your project.
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E Do nothing.
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Your answer: 5 Points
Reviewing your work with Ms Petrova should be time well spent since she is the president’s confidante and her support is important. But facts won’t persuade her because she isn’t really interested in the direction the project is taking. Her opposition is politically motivated.
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Your answer: 10 Points – The Best Answer
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Your answer: 1 Point
This isn’t a good decision. You should have realized that Ms Petrova’s motivation is political. Her support is important, but not at the risk of wrecking the project. It would have been better to get Tanya to handle such a high-level political situation.
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Your answer: 2 Points
This approach won’t work. Though what you are saying is true, Ms Petrova is unlikely to accept it from someone with your level of experience. She needs to be handled by someone more senior, such as your engagement director.
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Your answer: 0 Points
Doing nothing is a bad idea. Ignoring Ms Petrova will only alienate her and jeopardize the success of your project. It would have been better to get Tanya to handle such a high-level political situation.
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The best answer: B
You’re right to assume this is a political situation. Since it involves the president and his executive vice-president, it’s appropriate to bring in your engagement director to help solve it.
9 Making a controversial recommendation
Martin (McKinsey associate): “After coming up with a first cut at the numbers, we’re 80 percent sure that the memory chip plant should be closed. It’s simply not profitable for Wang Fo Manufacturing to keep it in operation. It’s based on old technology and expensive to run.”
Ari (client analytics manager): “That’s going to be a controversial recommendation. You should go over the numbers with Johann, the plant manager, before you tell Jacques Piet what you’re proposing. Johann is sure to give you a hard time, though. He loves that plant.”
Martin: “Do we have time? The plant’s a long way away and it’s only three days until our meeting with Mr Piet.”
How should you go about making a recommendation about the future of the plant?
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A Share your recommendation with Mr Piet. Closing the plant is a controversial suggestion, so it’s only right he should learn about it at the earliest opportunity.
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B Fly out and confirm your numbers with Johann, the plant manager. It will cost you time, and he may be angry and upset, but you need him to confirm the numbers before you speak with Mr Piet about closing the plant.
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C Ask your engagement director, Tanya, who you should speak with first. Get her to confirm your analysis and ask her how you should approach the situation.
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D Meet with Mr Piet but don’t mention the plant closure yet. There’s no need to alarm him now; it’s better to wait until the analysis is complete and you are 100 percent certain that the plant should close.
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E Do nothing.
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Your answer: 5 Points
You’re right to share the information with Mr Piet, but it would have been better to review the numbers first with someone closer to the problem. You need to speak with the plant manager before you can reach a successful decision. He is extremely knowledgeable about the plant and his input will help to confirm or correct your analysis.
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Your answer: 10 Points – The Best Answer
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Your answer: 2 Points
Seeking your engagement director’s advice is often a good idea, but do you really need her to tell you who to speak with first? That’s a waste of time for both of you. You know your analysis is correct based on the numbers you are using, so you don’t need her to confirm it.
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Your answer: 0 Points
It isn’t wise to withhold conclusions from your client no matter how controversial they may be. It’s perfectly appropriate to discuss information you are only 80 percent sure of, but it would have been better to check the numbers with the plant manager first. In this case, waiting is particularly risky because Mr Piet has already expressed concern over how the project is being handled.
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Your answer: 1 Point
By taking no action, you are withholding your recommendations from your client. No matter how controversial they may be, this is never a good idea. It’s perfectly appropriate to share information you are only 80 percent sure of, but it would have been better to check the numbers with the plant manager first.
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The best answer: B
You’re right to speak with the plant manager first. Johann is extremely knowledgeable about the plant, and his input will help to confirm or correct your analysis.
10 Responding to the client’s objections
Richard Higgins (client president): “What’s all this about closing manufacturing plants? You can’t be serious! They function like clockwork and they’re all profitable. These numbers must be wrong. Ari, have you seen them before?”
Ari (client analytics manager): “Er … no, not really.”
How do you handle Mr Higgins’ opposition and Ari’s loss of nerve?
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A Politely remind Ari that he’s seen the data and agreed with the recommendations. You’ll need his support before you can convince Mr Higgins.
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B Defend the recommendations and hope Ari will back you up. Ignore the question of whether he saw the conclusions beforehand. You can’t expect Ari to take the lead in contradicting the president of the company, but if you begin, he may follow.
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C Ask Ari what he thinks of the recommendations now. Sidestep the question of whether he’s seen them before. Give him a chance to back you up.
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D Ask Mr Higgins why he disagrees with the recommendations. Clearly you won’t get Ari’s support. All you can hope for is to understand the president’s concerns so you can be prepared for them during the final progress review.
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E Do nothing.
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Your answer: 0 Points
You’ve realized that you need Ari’s support before you can persuade Mr Higgins, but you’ve neglected to consider Ari’s motivation. He’s in a difficult situation. The president of the company disagrees with you, and Ari has already lied to go along with him. He’ll look foolish if he says something different now. By putting pressure on Ari, you are losing any chance you might have to regain his support.
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Your answer: 10 Points – The Best Answer
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Your answer: 2 Points
Ari was too uncomfortable to back your recommendation the first time, and if you put him on the spot he’ll only react the same way. To convince Mr Higgins that your recommendation is correct, you’ll need Ari’s support. The only way to bolster Ari’s courage is to take the lead in defending the analysis.
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Your answer: 5 Points
This is a satisfactory answer. By listening to the president’s concerns, you’ll be ready to address them during the final progress review. However, you’ve lost your chance to gain Ari’s support for your recommendation. Still, he may follow your lead.
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Your answer: 1 Point
When you are discussing recommendations with a client executive, you should try to understand his or her concerns. You could have defended your recommendation and hoped that Ari would follow your lead. Ignoring the issue leaves you blind to the problems Mr Higgins may have with your analysis, and you won’t be ready for his objections during the final progress review.
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The best answer: B
This is the best answer in a difficult situation. You’ve considered Ari’s state of mind and realized he wouldn’t take the lead in contradicting the president of the company. Getting Ari’s support is the only way to get Mr Higgins to agree with you.