![]() Many young, entry-level leaders are unsure of themselves and what they have to offer. Kate Peters, Bright Voyage Leadershipġ2. Figure out how employees want to be recognized. Some employees are motivated by money, others by prestige, others by work and others by being seen and highly visible. The key here is to understand what type of recognition the employee wants and will respond to. Understand What Type Of Recognition They WantĮmployee recognition is a common tool utilized to increase or maintain engagement. Rebecca Lea Ray, The Conference Boardġ1. Never underestimate your power to inspire others. Most people are capable of doing and becoming what you tell them they can. That will give them the confidence to do the next big thing, which is so critical for those early in their career. Give them guidance and support to accomplish something important-something that has an impact. Erica McCurdy, McCurdy Solutions Group LLCġ0. Respond with care, making sure to acknowledge the effort as much as you do the output. When a young professional engages, expect them to attach a lot of emotional capital to how you respond to their input. Jim Vaselopulos, Rafti Advisors, LLCĪsk for input wisely. People of all ages prefer to be led rather than managed. Those who are only managing take others’ credit. Good leaders recognize the work of others and raise them up. Few things disengage young workers more than seeing someone else claim their ideas or work product as their own. Too many leaders take credit for the good work of their subordinates. The mentors should also be proactive by doing regular check-ins and asking questions such as, “How are things going?” “What is challenging for you right now?” and “Where do you feel you could use some help?” - Cha Tekeli, Chalamode, Inc. Ruchi Motial-Suri, Success CultureĬreate mentorships within your organization assign a seasoned professional to mentor a younger one so that they have a go-to person within the organization they can ask questions of or discuss challenges with. Their fresh ideas can challenge the established ways of working in a good way and become the start of something very valuable. Do not judge them for being fresh out of university with no experience. Encourage them to have an opinion, and teach them to express it in a collaborative and constructive way. Give them opportunities and make them part of the team. Make them feel heard and seen and provide opportunities for them to stretch themselves to develop and strengthen their skills. Acknowledge their ideas and value their opinions. Give them the opportunity to make mistakes without fear of reprimand. For consultants who join McKinsey as experienced professionals, this can mean building on previous knowledge or developing unique experience in an area that is completely new.Forbes Coaches Council is an invitation-only community for leading business and career coaches. While all consultants develop specialized knowledge and a focused program as they progress with McKinsey, most are initially very broad in their focus, meaning they do not need specific industry or functional expertise to be successful. Additionally, you’ll receive guidance and support from your local office or practice in the selection of client projects, helping you to develop your skills and build your network. This support includes a Partner from your local office or practice assigned to you to help guide your career as well as up to five weeks of formal training in your first few years. Junior Associates receive exceptional training as well as frequent coaching and mentoring from colleagues on their teams. ![]() You’ll also have the opportunity to present results to client management and implement recommendations in collaboration with client team members. This includes gathering and analyzing information, formulating and testing hypotheses, and developing and communicating recommendations. You’ll work in teams of typically 3 – 5 consultants, playing an active role in all aspects of client engagement.
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