Kirk Rieckhoff on service, belonging, and leading through change
Equal at McKinsey is the firm’s global LGBTQ+ community that fosters connection, professional development, and an environment where everyone can thrive. Leading the community into its next chapter is Senior Partner Kirk Rieckhoff, who brings a perspective shaped by military service, mission-driven work, and a firsthand appreciation for the impact that community and belonging can have on people’s careers.
Before joining McKinsey, Kirk spent over a decade in the US Air Force as a fighter pilot, flying combat missions in Afghanistan and Iraq and earning a Silver Star. He later served as a speechwriter for senior Air Force leadership before earning a master’s of public policy and making the transition to consulting.
Today, he leads McKinsey’s global defense and security practice, helping governments and defense organizations navigate an increasingly complex geopolitical and technological landscape.
As he steps into his role as global leader of Equal at McKinsey, Kirk reflects on the experiences that shaped him, from military service and client leadership to his journey as an LGBTQ+ professional, and what inclusion means in a global organization.
Service, mission, and adapting to change
I grew up in an Air Force family and always wanted to serve. After attending the US Air Force Academy, I became a fighter pilot and spent 13 years in the military, including deployments to Afghanistan shortly after 9/11 and later to Iraq.
After my time as a pilot, I had an opportunity I never expected: becoming a speechwriter for senior Air Force leaders. Instead of executing missions, I was helping leaders communicate vision, explain difficult decisions, and connect strategy to the people responsible for carrying it out.
That experience reinforced something I’ve carried throughout my career: People are more likely to commit to a mission when they understand its purpose.
It’s one of the reasons I enjoy my client work so much. Today, I lead McKinsey’s global defense and security practice, working with governments and defense organizations that are facing enormous change. The geopolitical environment is evolving rapidly. New technologies are reshaping how organizations operate. Leaders are being asked to prepare for challenges that often span decades while making decisions in real time. The stakes are high for our clients, and helping them solve these complex challenges gives me a sense of purpose.
Finding community at McKinsey
Earlier in my career, I spent years in environments where there were obstacles to being openly gay.
When I joined McKinsey in 2006, I wasn’t out. In fact, when I first became involved with Equal, I joined as an anonymous participant while I figured out what being open at work would look like for me.
One conversation early in my time at the firm helped me change course and made a lasting impression. I shared my identity with a senior colleague I trusted, and his reaction was supportive, natural, and matter of fact. We moved on quickly, but the moment stayed with me because it signaled that I didn’t have to separate my professional life from who I was personally.
Experiences like that helped me appreciate the role communities like Equal can play. For some people, Equal is a place to build friendships. For others, it’s a source of mentorship, professional development, or support. Sometimes, simply seeing people who share your experiences thrive in leadership roles can make a meaningful difference.
Sometimes, simply seeing people who share your experiences thrive in leadership roles can make a meaningful difference.
Inclusion isn’t only about programs or policies. It’s about reducing the burden people carry when they feel they need to hide part of who they are. When people can focus their energy on doing great work instead of managing that tension, everyone benefits.
Leading Equal at McKinsey globally
One of the things I’ve been reminded of as I’ve begun this role is that there is no single LGBTQ+ experience.
McKinsey is a global firm, and both my client work and my conversations with colleagues have reinforced how different those experiences can be across countries, cultures, and communities. What it means to be LGBTQ+ in one part of the world can look very different in another.
That’s why I’ve spent much of my early time as global leader listening.
I’ve spoken with colleagues across regions and career stages, and while their experiences vary, a common theme continues to emerge: the importance of community. People want support. They want opportunities to learn from others who have navigated similar experiences. They want to know they aren’t navigating challenges alone.
As I think about the future of Equal, two global priorities are emerging. One is continuing to improve how we support colleagues in places where bringing your full self to work is still difficult or fraught. The other is helping strengthen the next generation of Equal leaders and ensuring people feel supported as they grow and advance.
What’s also really exciting is our community’s passion. I see many who organize events for their community or get involved in our larger, international programs. They’re looking to make a difference, and a big part of my role is helping them achieve those goals.
Equal has been shaped by extraordinary leaders over many years, and I’m grateful for the foundation they’ve built. My goal is to build on that work, continue listening, and help ensure the community remains a place where colleagues around the world can find connection, support, and opportunities to grow.
