Call with MBB Managing Partner Tomorrow!!

Hell All,

I have a phone call with a managing partner in the LA office at Bain tomorrow. He is a connection of a friend and agreed to talk to me about opportunities and such. This is a great opportunity for me and I want to be sure that I am as prepared as possible and that I utilize the entire 30 minutes.

Any advice out there. Things to definitely hit or stay away from? Should I focus my call on me and my accomplishments or my enthusiasm about the company? Help a monkey out!

Thanks

 

Don't make it about you. Of course, have your "elevator pitch" ready to sell yourself if/when he asks about your interest in consulting/Bain and be able to walk through your resume/activities, but other than that, you should genuinely use this opportunity to hear his experiences and get a little advice on recruiting and what makes young consultants successful. He'll probably remember you more fondly (or remember you at all) if you ask insightful questions and let him do the talking, and if you're impressive when he does give you the chance to speak. Otherwise, I'd just enjoy the call and try to learn.

 
PEsomeday:
Don't make it about you. Of course, have your "elevator pitch" ready to sell yourself if/when he asks about your interest in consulting/Bain and be able to walk through your resume/activities, but other than that, you should genuinely use this opportunity to hear his experiences and get a little advice on recruiting and what makes young consultants successful. He'll probably remember you more fondly (or remember you at all) if you ask insightful questions and let him do the talking, and if you're impressive when he does give you the chance to speak. Otherwise, I'd just enjoy the call and try to learn.

Thanks for your insight! Are there any specific questions that you think I should ask?

 
PEsomeday:
Don't make it about you. Of course, have your "elevator pitch" ready to sell yourself if/when he asks about your interest in consulting/Bain and be able to walk through your resume/activities, but other than that, you should genuinely use this opportunity to hear his experiences and get a little advice on recruiting and what makes young consultants successful. He'll probably remember you more fondly (or remember you at all) if you ask insightful questions and let him do the talking, and if you're impressive when he does give you the chance to speak. Otherwise, I'd just enjoy the call and try to learn.

This makes a lot of sense.

 

If you can find out his practice area, I would ask something like: "I know Bain hires consultants as generalists, but you have become an expert in XYZ industry. What interests you about this sector, and how did you develop this specialty?"

When I talked to higher-ups during my recruiting process, I would always ask, "You have worked with a lot of young consultants. Are there any traits you've found that the most successful seem to share?" Another way of framing a similar question is asking them, as the leader of a team, what those on the ground floor can do to ensure a project's success. Finally, I don't think I left an interview with the major firms without asking a question related to the emphasis they all put on feedback and development: "I know feedback and leadership development are a major point of emphasis at XYZ. Can you talk about how that process is managed and what makes XYZ so good at it?"

If you go in with a few questions like this ready, you should be fine. The key is to not rush into the next question on your checklist; rather, you should process his answer and, if appropriate (it almost always is) ask some sort of follow-up. That makes it into a discussion and a conversation as opposed to what turns into a scripted Q&A that can feel like a chore for both parties.

 
PEsomeday:
If you can find out his practice area, I would ask something like: "I know Bain hires consultants as generalists, but you have become an expert in XYZ industry. What interests you about this sector, and how did you develop this specialty?"

When I talked to higher-ups during my recruiting process, I would always ask, "You have worked with a lot of young consultants. Are there any traits you've found that the most successful seem to share?" Another way of framing a similar question is asking them, as the leader of a team, what those on the ground floor can do to ensure a project's success. Finally, I don't think I left an interview with the major firms without asking a question related to the emphasis they all put on feedback and development: "I know feedback and leadership development are a major point of emphasis at XYZ. Can you talk about how that process is managed and what makes XYZ so good at it?"

If you go in with a few questions like this ready, you should be fine. The key is to not rush into the next question on your checklist; rather, you should process his answer and, if appropriate (it almost always is) ask some sort of follow-up. That makes it into a discussion and a conversation as opposed to what turns into a scripted Q&A that can feel like a chore for both parties.

Your personal perspective and advice is invaluable. I will move forward with this and continue to think of other insightful questions to have prepared. I think you are spot on with making sure the conversation stays "conversation-like." Will keep all of this in mind!

 

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