Feedback overload - now my McKinsey boss wants my "360" feedback!

A CULTURE THAT VALUES FEEDBACK

Giving and receiving feedback is an integral part of the McKinsey experience - it's what drives our development by letting us know if we're on the right track and how we can improve.  At McKinsey, feedback is meant to be constructive, not punitive, even if does feel harsh at times.  It's also part of our culture for McKinsey leadership to value upward feedback from their teams.

In this post I'll discuss the frequency of feedback and our openness to giving and receiving upward (aka "360") feedback.  There's also a link to another post on McKinsey feedback model.

How to keep your McKinsey boss happy - 3 tips for dealing with McKinsey Engagement Managers (EMs)

If you report to a former McKinsey consultant, there’s a good chance that they were a McKinsey Engagement Manager (EM) at some point.  So, the things that made them happy as EMs are still likely to be valued.  

In this post I'll share the three best pieces of advice I received as an early-tenure Associate on how to keep your McKinsey boss happy.  Once I became an EM, I found these tips to be spot on.  If you’re currently a Business Analyst or Associate at McKinsey, then this advice is even more applicable to you.