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The McKinsey Edge

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The McKinsey Edge

Success Principles from the World’s Most Powerful Consulting Firm

McGraw-Hill,

15 min read
10 take-aways
Audio & text

What's inside?

McKinsey & Company churn out top execs; are its leadership principles the key to the C-suite?

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Editorial Rating

8

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Recommendation

This leadership guide leaves the philosophizing aside and focuses on the mechanics of managerial efficacy. McKinsey & Company alum Shu Hattori lays out basic and best practices culled from his days at “the Firm.” His manual offers guidance for getting ahead, improving communication, increasing productivity and overdelivering in your personal and professional life. Each of the 47 principles seems simple by itself, but taken together these nuggets provide an excellent framework for growth. getAbstract recommends Shu’s something-for-everyone compendium as a fundamental addition to your leadership development library.

Summary

The McKinsey Way

Alumni of the McKinsey & Company consulting firm hold top spots at Fortune 500 companies, including 70 CEO slots in recent years. The success principles they learn at “the Firm” help them remain leaders throughout their lives. This framework relies on field-tested best practices for life and career success in five arenas: “building the self, growing with others, excelling in process management, going the extra mile” and becoming “a thinker and a writer.”

“Get Ahead”

In everything you do, attend to “what really matters.” What’s important varies depending on your industry and context, but you must identify and pursue your priorities. Specifying your core focus brings clarity to the steps you must take to achieve your goals. Chart the most direct path to your goal, and align your steps toward it with your financial results. To attain this level of focus when you’re on a tight deadline, determine which tasks are urgent and complete those first.

Start your day by tackling the “hard stuff” – assignments that take effort and concentration. Devote your time to activities that earn revenue. Delay activities such as proofing or responding...

About the Author

Shu Hattori is a leadership trainer and former engagement manager in the high-tech sector for McKinsey & Company.

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