I was a consultant for McKinsey & Co. for about 5 years in Dallas. This was NOT me:
Through conversations with several staffers who have endured the McKinsey interviews, we've assembled a portrait of the typical consultant. First, they're quite young! Despite the early perception that they'd look like pasty lawyers wielding big-wheeled suitcases, they're apparently a plucky, charming bunch.
"They're kind of hot," said one source.
Crisp shirts, no jackets, freshly pressed pants"”not unlike the fresh-faced boys who posed for the Harvard fashion shoot in the Styles pages of The Times this past weekend. They jot notes down on legal pads and in marble notebooks.
Though I will say, much to my kids' ever-lasting amusement, McKinsey did send me to a sort of executive charm school when I started managing teams, because I was such a hopeless geek. Actually, my main problem was that I was adult-ADD, and couldn't sit still in a meeting. It's fine roaming around the room in hyperactive fashion when its your own company (ala Steve Jobs) but it is not OK when you are a 25-year-old consultant to the CEO of a Fortune 50 company.
My personal style didn't work any better in any of the other companies I worked for. Aerospace was probably the biggest mis-match. There is just no place for a hyperactive marketing guy in a business that takes 10 years to close a sale. So I now run my own company, and there is no one above me to complain.