Interview
Consulting interviews are unlike almost any other interview process. They test not just what you know, but how you think — under pressure, in real time, in front of someone whose job it is to evaluate exactly that. Having spent years at McKinsey and coached candidates through MBB, Deloitte Strategy, and
Interview
You have an interview coming up. Maybe it's in a week. Maybe it's in 48 hours. Either way, you're probably asking yourself the same question every candidate asks: Where do I even start? Here's what I've learned after coaching hundreds
Interview
"Where do you see yourself in five years?" Most candidates treat this as a question to survive. They give a vague, hedge-everything answer designed not to upset anyone. "I'd like to continue growing in this field." "I hope to take on more responsibility.
Interview
You've prepared your Tell Me About Yourself. You've practiced your behavioral stories. And then the interviewer leans forward and asks: "So — why should we hire you?" Most candidates freeze. Or they launch into a list of generic traits: "I'm a hard
Interview
Most McKinsey interview guides are written by people who have never worked at McKinsey. They reverse-engineer the process from the outside, cobbling together frameworks and tips that sound reasonable but miss what actually matters in the room. I spent years at McKinsey. I have been on both sides of the
Interview
You have prepared your strengths. You have rehearsed your accomplishments. You have a crisp answer for "Tell me about yourself." Then the interviewer leans forward and asks: "Tell me about a time you failed." And your brain short-circuits. This question trips up more candidates than almost
Interview
Here is a pattern I see in almost every coaching session I run. A client walks in prepared. They have researched the company. They have reviewed common interview questions. They have even rehearsed a few answers. Then the interviewer asks, "Tell me about a time you showed leadership"
Interview
You would think this would be the easy question. Someone sits across from you and says, "What are your strengths?" — and suddenly you are stuck between two equally bad options. You either undersell yourself with something vague ("I'm a hard worker") or you oversell
Interview
"Do you have any questions for us?" Those seven words arrive at the end of nearly every interview. And for most candidates, they trigger a scramble — a half-remembered list of generic questions pulled from the internet ten minutes before the call. Here is the problem: the questions you
Interview
"I don't know how to spin it in some kind of positive way." That is what a client told me in our first coaching session. He was a growth marketing leader with a strong track record — he had launched products from scratch, scaled teams, and driven
Interview
A coaching client once told me, point blank, why she wanted to work at Facebook: "Honestly? I just want to make sure I have a job." I appreciated the honesty. But here is what I told her: every candidate needs a paycheck. That is not what distinguishes you
Interview
"What is your greatest weakness?" It is the one interview question that makes even the most seasoned professionals pause. You know it is coming. You have rehearsed something. But when the moment arrives, you second-guess yourself: Am I being too honest? Too rehearsed? Will this cost me the