Mckinsey Quotes

I'd rather be a little weird than all boring.

Being classy is my teenage rebellion.

One thing you have to realize from now on is that it doesn't matter if this is a dream or not. Survival depends on what you do, not what you think.

Well, here’s the shocker,” said Kirby. “Majors Miller and McKinsey believe our former Captain Paul Remmich is acting as a spy for the Iraqi government.

The ones who hate me the most are the ones who don't scare me.

Perfect sanity is a myth propagated by straitjacket salesmen.

When you feel like throwing rocks, make sure they're ones no one can throw back.

A 2011 McKinsey report noted that men are promoted based on potential, while women are promoted based on past accomplishments.

Never make the mistake of thinking you are alone — or inconsequential. Ignorance is voluntary and confusion is temporary. You see the world as-is, which is more than can be said for the vast populace.

When you don't change, history repeats itself. Then you have to decide if changing is for the best, or you keep seeing repeats because you're doing something right.

There seem to be two main types of people in the world, crosswords and sudokus.

Work like an angel, dress like a demon, live like a ghost, and dream like a human.

A 2011 McKinsey report noted that men are promoted based on potential, while women are promoted based on past accomplishments.

I respect you as my king, and I respect you as my father, but I do not respect you as a man!

Stories start in all sorts of places. Where they begin often tells the reader of what to expect as they progress. Castles often lead to dragons, country estates to deeds of deepest love (or of hate), and ambiguously presented settings usually lead to equally as ambiguous characters and plot, leaving a reader with an ambiguous feeling of disappointment. That's one of the worst kinds.

Part One describes how McKinsey thinks about business problems. It shows what it means to be fact-based, structured, and hypothesis-driven.

An apple cannot not become an orange simply because a McKinsey report concluded it would be beneficial for it to do so.

As an associate at McKinsey & Company, my first assignment was on a team that consisted of a male senior engagement manager (SEM) and two other male associates, Abe Wu and Derek Holley. When the SEM wanted to talk to Abe or Derek, he would walk over to their desks. When he wanted to talk to me, he would sit at his desk and shout, "Sandberg, get over here!" with the tone one might use to call a child or, even worse, a dog. It made me cringe every time. I never said anything, but one day Abe and Derek started calling each other "Sandberg" in that same loud voice. The self-absorbed SEM never seemed to notice. They kept it up. When having too many Sandbergs got confusing, they decided we needed to differentiate. Abe started calling himself "Asian Sandberg," Derek dubbed himself "good-looking Sandberg," and I became "Sandberg Sandberg." My colleagues turned an awful situation into one where I felt protected. They stood up for me and made me laugh. They were the best mentors I could have had.

That kind of imagination is why we're not dead.

I'd rather be a little weird than all boring.” ― Rebecca McKinsey

There’s a difference between a mistake and a regret. Everything up to this moment has made this moment. If you can change a mistake, then go out and do what you can to change it. If you can’t change it, there’s no use regretting it because it will just make you miserable. Live right now, even if that involves dealing with the consequences of your actions. Time travel always ends badly.

It is a good idea to start the year by writing down exactly what you want to accomplish, and end the year by measuring how much you have accomplished. McKinsey imposes this discipline on its partners and pays them according to how many of the things on their lists they accomplish. Leadership

Larry said he could understand the complaint, but what he did not understand was that all the people who quit - every single one - had unused vacation time. Up until the day they left, they did everything McKinsey asked of them before deciding that it was too much. Larry implored us to exert more control over our careers. He said McKinsey would never stop making demands on our time, so it was up to us to decide what we were willing to do. It was our responsibility to draw the line.

McKinsey partners tend to be designers of ditches, not diggers of ditches. When it comes to executing their lofty theories, well, consultants lean toward leaving those messy realities to the companies themselves.

My point is this — you don't know. When I was first here, people looked at my hair, noticed apples on my tray, and thought 'hippie.' Then, from 'hippie' they thought 'druggie.' From there it went to 'will get me in trouble' and 'not worth my time,' and then they stopped thinking at all. No one bothered to find out if what they thought about me was true. No one wanted to hear what I thought. No one cared what I believed in. No one cared about talking to me or asking what my plans were for the day or night. And then came you. Don't let what you think you know make him into what I could have been. Don't become someone who doesn't think, just because you don't like him for some reason. Because, quite frankly, I like how you think. Except for now, of course.

McKinsey & Company advised AT&T not to enter the mobile telephone business, predicting there would be fewer than one million cellular phones in use by 2000. In fact, by 2000, there were one hundred million mobile phones.

People are fascinating. Especially the ones who hate me.

One former McKinsey consultant wrote anonymously, ¨To those convinced that a secretive cabal controls the world, the usual suspect are Illuminati, Lizard People, or ´globalists.' They are wrong, naturally. There is no secret society shaping every major decision and determining the direction of human history. There is, however, McKinsey & Company.

The essence of the initial hypothesis is “Figure out the solution to the problem before you start.” This seems counterintuitive, yet you do it all the time.

Life is not a true or false question.

Hiring McKinsey was a sign of affluence.

Money is very seductive…However much you say that you will not fall into the trap of it, you do fall into the trap of it. —Rajat Gupta, former worldwide managing director, McKinsey

The consulting firm McKinsey & Co. estimates that in the United States, only 30 percent of job growth now comes from algorithmic work, while 70 percent comes from heuristic work.9

For example, how much do you think a senior vice president of Microsoft who came from McKinsey knows about starting a company?

Bower had three unwritten principles: the client is everything; think the unthinkable; and it’s not about money, but influence and reputation. He applied these principles on a daily basis at McKinsey.

Seinfeld asked if McKinsey is funny. No, the magazine said. “Then I don’t need them,” he said. “If you’re efficient, you’re doing it the wrong way. The right way is the hard way. The show was successful because I micromanaged it—every word, every line, every take, every edit, every casting.” If you’re efficient, you’re doing it the wrong way. That is so counterintuitive. But I think it perfectly highlights the danger of shortcuts.

The construction industry is the world’s second largest (after agriculture), worth $8 trillion a year. But it’s remarkably inefficient. The typical commercial construction project runs 80% over budget and 20 months behind schedule, according to McKinsey.

When a client asks the question “How do I boost my profits?” the first thing McKinsey does is take a step back and ask the question “Where do your profits come from?” The answer to this is not always obvious, even to people who have been in their particular business for years.

The Effects of Personal Bias and Hiring Urgency There are other types of cognitive biases that affect the hiring process. Another harmful one is personal bias, the basic human instinct to surround yourself with people who are like you. People have a natural desire to hire those with similar characteristics: educational background, professional experience, functional expertise, and similar life experiences. The middle-aged manager who holds a degree from the University of Michigan, worked at McKinsey, lives in the suburbs with a partner and kids, and plays golf will tend to be attracted to candidates with similar attributes.

Men have an easier time finding the mentors and sponsors who are invaluable for career progression. Plus, women have to prove themselves to a far greater extent than men do. And this is not just in our heads. A 2011 McKinsey report noted that men are promoted based on potential, while women are promoted based on past accomplishments.

Britain could become the first country in modern history to transition from a developed nation to an underdeveloped one.

it is amazing what you can accomplish when you do it in a "take no prisoners" manner.

If all you have is a hammer, then every problem looks like a nail.

Why is something done this way? Is this the best way it can be done?” You have to be fundamentally skeptical about everything.

Is each one a separate and distinct issue? If so, then your issue list is mutually exclusive.

I refuse to hold the coats of this generation.

Keeping Christ in Christmas" is like showing up at someone's house every year, insisting on a party they never planned and never agreed to.

the most compelling business presentations are a form of strategic storytelling leading listeners down a controlled path.

The desire to do so rarely feels small to people who cannot.

When prioritizing, it is common to use a two-by-two matrix –

In our business, it is helpful to get to the one or two really important numbers that need to be considered. There isn’t time for more." We concur.

In 1980, AT&T hired McKinsey & Co—one of the most prestigious management consulting firms in the world—to predict how many cell phone users there would be in the U.S. in 2000. Based on the large study they conducted, they predicted there would be around 900,000. There were actually about 100 million. So close! Only off by ninety nine million one hundred thousand—a factor of 120.14

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.

Complaints: McKinsey and Company found: • customers who have major problems but don’t complain about them have a purchase intention rate of about 9% • those who do complain, regardless of the outcome, have a repurchase rate of about 19% • customers who have their complain resolved have a repurchase intention rate of 54% • customers who have complaints quickly resolved have a repurchase intention rate of 82%

If you are going to complain, blame, or criticize, then do something about it... Feeling sorry for yourself, and your present condition, is not only a waste of energy but the worst habit you could possibly have.

Sydney tried — sometimes he really tried — but his default mindset didn’t have those kinds of manners. What he really meant was more like “Jacob, get over here or I’ll freeze your underwear.” Something like that.

What have they fixed?” asked former McKinsey consultant Michael Lanning. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. McKinsey was in there with huge teams, charging huge fees, for several decades. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

Perhaps the most widely read piece of research that McKinsey has published in the past decade showed that companies that rapidly re-allocate capital to new growth businesses outperform those that take a steady-state approach.21 Yet, the social side of strategy is such that companies still tend to take what is known as a “peanut butter” approach—spreading a thin layer of resources smoothly across the whole enterprise, even though it’s clear that opportunities are far greater in some areas than in others.

As an organization, McKinsey is extremely good at figuring out how much a team can do over the length of a typical study. The best EDs can balance the competing demands of client and team to a nicety; they tell the client, “We’re going to do X and Y. We could do Z, but it would kill the team,” while telling the team, “Look, we’ve already promised the client that we would do Z, so we’ve got to deliver.” They then work the team to its limit while simultaneously making the client feel that he is getting value for money and exceeding his expectations.

Smart clients say that the best way to use McKinsey is not to let them insinuate themselves—to prohibit walking the halls of the client’s offices looking for new business. Jamie Dimon of JPMorgan Chase, for example, will hire McKinsey, but for one-off projects in which the entire body of knowledge generated is transferred to JPMorgan Chase at the end of the project. The firm’s operating committee has to approve any consulting engagement, and the JPMorgan Chase executives don’t take just any consultants; they pick and choose the specific people they want on the project.

Digital educators Salman Khan and Shantanu Sinha contend the world is on the verge of another “printing press moment,” which will break the elite’s grip on the essentials of education, making available to millions of aspiring learners online knowledge and ideas once restricted to the lecture halls of Harvard or Stanford.

Larry implored us to exert more control over our careers. He said McKinsey would never stop making demands on our time, so it was up to us to decide what we were willing to do. It was our responsibility to draw the line. We needed to determine how many hours we were willing to work in a day and how many nights we were willing to travel. If later on, the job did not work out, we would know that we had tried on our own terms. Counterintuitively, long-term success at work often depends on not trying to meet every demand placed on us. The best way to make room for both life and career is to make choices deliberately—to set limits and stick to them.

The flood of money from Amway’s founders failed, though, to quash an investigation by the Canadian government into a tax-fraud scheme in which both DeVos and Van Andel were criminally charged in 1982. The scandal exploded when Kitty McKinsey and Paul Magnusson, then reporters for the Detroit Free Press, shocked readers accustomed to DeVos and Van Andel’s professions of patriotism and religiosity with an exposé tracing an elaborate, thirteen-year-long tax scam directly to the bosses’ offices. At its highest levels, they revealed, Amway had secretly authorized a scheme creating dummy invoices to deceive Canadian customs officials into accepting falsely low valuations on products the company imported into Canada. Amway had thus fraudulently lowered its tax bills by $26.4 million from 1965 until 1978. Amway

A 2011 McKinsey report noted that men are promoted based on potential, while women are promoted based on past accomplishments.14 In addition to the external barriers erected by society, women are hindered by barriers that exist within ourselves. We hold ourselves back in ways both big and small, by lacking self-confidence, by not raising our hands, and by pulling back when we should be leaning in. We internalize the negative messages we get throughout our lives—the messages that say it’s wrong to be outspoken, aggressive, more powerful than men. We lower our own expectations of what we can achieve. We continue to do the majority of the housework and child care. We compromise our career goals to make room for partners and children who may not even exist yet. Compared to our male colleagues, fewer of us aspire to senior positions.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

The need for managers with data-analytic skills The consulting firm McKinsey and Company estimates that “there will be a shortage of talent necessary for organizations to take advantage of big data. By 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the know-how to use the analysis of big data to make effective decisions.” (Manyika, 2011). Why 10 times as many managers and analysts than those with deep analytical skills? Surely data scientists aren’t so difficult to manage that they need 10 managers! The reason is that a business can get leverage from a data science team for making better decisions in multiple areas of the business. However, as McKinsey is pointing out, the managers in those areas need to understand the fundamentals of data science to effectively get that leverage.

Ethan, it’s eleven o’clock. The client will love this. No one will be able to absorb more than you have here. Call it a day. Don’t boil the ocean.” We shared a cab home. “Don’t boil the ocean” means don’t try to analyze everything. Be selective; figure out the priorities of what you are doing. Know when you have done enough, then stop. Otherwise, you will spend a lot of time and effort for very little return, like boiling the ocean to get a handful of salt.

Thus, the top-management approach has these essential characteristics: 1. We make an overall diagnosis before we decide on the specific problems to be solved. 2. We determine the order in which problems should be solved. We try to persuade the client to let us put first things first. 3. In the solution of problems, we take an integrating approach and recognize that: (a) external factors are usually important in the solution of internal problems; (b) very few problems can be solved in any single department or section of the business or government agency.36

Making your boss look good means two things. Firstly, it means doing your job to the best of your ability. Clearly, if you produce high-quality work, it will make your boss’s job easier. Second, make sure your boss knows everything you know when she needs to know it. Keep the information flowing. Make sure your boss knows where you are, what you are doing, and what problems you may be having. At the same time, don’t overload her with information. Think about what your boss needs or wants to know. Use a well-structured e-mail or voice mail to convey the information.

Take your team’s temperature. Talk to your teammates. Make sure they are happy with what they are doing. Find out if they have questions about what they are doing or why they are doing it, and answer them. If they are unhappy, take remedial action quickly. Steer a steady course. If you change your mind all the time about the team’s priorities or the analyses you’re doing, your team will quickly become confused and demoralized. Know where you’re going and stay your course. If you need an extra day to figure it out, take it. If you need to make a big change, let your team know, explain why, and let people contribute to, or at least see, your thought process.

Every time a technology goes exponential, we find an internet-sized opportunity tucked inside. Think about the internet itself. While it seemingly decimated industries—music, media, retail, travel, and taxis—a study by McKinsey Global Research found the net created 2.6 new jobs for each one it extinguished.

When in the presence of a young McKinsey partner, one gets the distinct impression that if plied with a cocktail or two, he might well lean across the table and suggest something awkward, like comparing SAT scores.

Part I opens the kimono with a hairy entrée into the global megaverse of top-tier management consulting, with these observations: 1. A bloodcurdling litany of betrayal and alcoholism 2. Behind-the-scenes truth about a very powerful, very short man 3. A lighthearted look at global consulting behemoth McKinsey and its resemblance to a certain Renaissance warmonger 4. Why your child will never go to Harvard Business School 5. A consulting hymnal and songbook3

The talent required within the CoE is wide and ranges from business and operations excellence to risk and IT departments. According to McKinsey’s survey, the CoE of top-performing companies includes a large variety of profiles such as delivery managers, data scientists, data engineers, workflow integrators, system architects, developers, and, most critically, translators and business analysts.152 A

appropriate.

A 2011 McKinsey report noted that men are promoted based on potential, while women are promoted based on past accomplishments. 14

this conclusion of a recent study1 from Mckinsey which evaluated the actual business value of design: businesses that invest in their design capability outperform those that don't by double. In other words, good design means a business can meet their bottom line, which means money.

When I first read about the theory many years ago, my first thought was that life was all about not just biological life but life. No wonder a two-hour movie can capture—or seem to capture—the entire life of Mahatma Gandhi, Frida Kahlo, Muhammad Ali, or Coco Chanel. Moviemakers use punctuated equilibria to eliminate the stasis from the lives of heroes and celebrities, highlighting only the punctuations. History books apply the same technique to chronicle the life of an entire civilization over thousands of years by compressing narratives into a few hundred pages. On my desk lies a copy of Duff McDonald’s book The Firm: The Story of McKinsey and Its Secret Influence on American Business, which compresses almost a century of the consulting firm’s existence into a mere four hundred pages. Now that I have seen the theory, I can no longer unsee it; it seems to apply everywhere I look. But let me not get carried away.

About 30 percent of founding CEOs in the billion-dollar group had not worked for anyone other than themselves before. Of those who had, about 60 percent had worked at companies with very well-known brands, like Google, Microsoft, Amazon, Goldman Sachs, or McKinsey. Those “tier-one companies” are famous for their rigorous hiring processes and their tendency to employ the best. Another 28 percent worked at “tier-two companies,” which I define as large and well-known companies that were less sought-after by top talent. Only 14 percent of founders of billion-dollar companies had worked solely at companies that were not well-known brand names.

While the media looked for a few evil geniuses to blame, the real cause was amoral bizspeak. Corporate common sense regarding how to run a business had shifted over the years from long-term reinvestment and worker obligations to short-term returns. The ex-McKinsey men of Enron were cleverer, but not different from those at Andersen. While McKinsey or Andersen might have helped lead any one company astray, the real culprit was more insidious: the erosion of honest investment.

Cuando emprendí una misión contraria a la de McKinsey, un viejo profesional me aconsejó: «Viste los trajes más conservadores que existan, nunca llegues tarde a una reunión, no les des ninguna excusa pequeña para despedirte o devaluarte». ¡Qué buen consejo!).

Business leaders will be digitally transforming their companies for the rest of their careers.

Ernst & Young, Catalyst, the World Bank, and McKinsey have “all discovered over the past few years that once parliaments and corporate boards reach 30 percent female representation, the quality of decisions improves, the guys behave better, and there is less corruption.”[1]

The lead partners of consulting firms, by the way, understand this self-subordination thing well. They are well into the “meta” level of this particular development in organizational psychology. To paraphrase a comment passed along from Roland Berger, a McKinsey alumnus who built up his own large consulting firm, consulting is really a branch of the lemonade business. You find anxious overachievers and bring them in with what they think is a lot of money and a few tokens of prestige. Then you squeeze them like lemons and toss out the rinds.

While titans of finance were gravitating toward the kingdom, Mohammed started to develop some nagging suspicions about the consultants he’d been relying on to formulate his vision. The McKinsey and BCG people were certainly smart, but such consultants were also mercenaries, and they had an intrinsic conflict of interest: It never behooved the consultants to say no. If the prince asked whether some outlandish scheme was feasible it would always be in their interests to say yes. Consultants make money by getting assigned to giant projects, not by telling their employers that such projects are bad ideas.

a 2021 study, McKinsey asked managers why their employees were quitting their firms. Most of the managers believed that people were leaving to get more pay. But when the McKinsey researchers asked the employees themselves why they’d left, the top reasons were relational. They didn’t feel recognized and valued by their managers and organizations. They didn’t feel seen.

if God decides to redo creation, He will call in McKinsey.

By his mid 40s Gupta was CEO of McKinsey, the world’s most prestigious consulting firm. He retired in 2007 to take on roles with the United Nations and the World Economic Forum. He partnered on philanthropic work with Bill Gates. He sat on the board of directors of five public companies. From the slums of Kolkata, Gupta had quite literally become one of the most successful businessmen alive

We were discussing the performance-potential matrix that so many companies use for succession planning or “talent management.” McKinsey & Company originally developed it to help General Electric decide which businesses to invest in, and HR departments

Essentially those with an external locus think the outside world controls their destiny, and that they are almost powerless to change their fate. No Zer says outright, “I feel as though there is an external locus of control over my life.” Instead, the thinking develops on a much deeper level due to the struggles currently enveloping society. One small example of this is McKinsey’s American Opportunity Survey, which shows generation Z’s financial trepidation. Nearly 23% of the ~25,000 respondents queried say they don’t expect ever to retire. Only 41% ever hope to own a home15

McKinsey also estimated how many customers might develop addiction to, or die from, OxyContin. At one point the consultant suggested Purdue pay its drugstore distributors rebates of $14,000 for every addiction and fatal overdose OxyContin caused, to ensure that chains like CVS and others would keep distributing the pill.

It's still Day 1 for digital and AI transformation

If you’re good at data analytics but you don’t have this feel for the business, you’ll make naïve decisions.

If you’re comfortable with the feel of the business but you never use analytics, you’re just leaving a lot of money on the table that your competitors

If truth is not objective, there is no good or evil. There is only what people do and how people feel about it.

Executives, being executives, have a natural prioritization of how best to use their time and brains during meetings. Unless told otherwise, their default mode is decision making. When I want the people I am presenting to in that mode, I start my bullet with “Approve…,” “Adopt…,” or “Authorize…” The second mode executives operate in is problem-solving mode. If you start a bullet with “Problem solve…,” “Explore…,” or “Brainstorm…,” your audience knows you are seeking thoughtful input rather than a quick decision. Finally, the third mode in which executives operate is the passive listening one. Spend the least time in this final mode because it is not an effective use of senior leaders’ time. I begin agenda bullets with “Review…” or “Evaluate…” to signal to my audience that I am about to share information.

there is a mismatch between available workers’ existing skill sets and jobs. This mismatch is most acute in data-oriented jobs. Research by MGI and McKinsey’s Business Technology Office suggests that the U.S. is facing a shortage of 140,000 to 190,000 individuals with analytical expertise and 1.5 million managers and analysts with the skills to understand and make decisions based on the analysis of data, and this estimate could easily be off by multiple factors.

McKinsey research correctly predicted that the code would revolutionize the grocery business and improve Americans’ quality of life at the same time. That is exactly what they did, making shops vastly more efficient and dramatically reducing checkout times.

is driven more by fear of not being a success than by a concrete desire to do anything in particular.” The postcollege choices of Ivy League students, he explained, “are motivated by two main decision rules: (1) close down as few options as possible; and (2) only do things that increase the possibility of future overachievement.” Recruiters for investment banks and consulting firms understand this psychology, and they exploit it perfectly: the jobs are competitive and high status, but the process of applying and being accepted is regimented and predictable. The recruiters also make the argument to college seniors that if they join Goldman Sachs or McKinsey and Company or any similar firm, they’re not really choosing anything—they’re just going to spend a couple of years making money and, perhaps, recruiters suggest, doing some good in the world, and then at some point in the future they’ll make the real decision about what they want to do and who they want to be. “For people who don’t know how to get a job in the open economy,” Kwak wrote, “and who have ended each phase of their lives by taking the test to do the most prestigious thing possible in the next phase, all of this comes naturally.

A great leader, one who applies bright spot analysis, does not trust sales managers to know who their top performers are. Yes, that is blasphemy, but sales managers are people too, and hold biases due to personal relationships and past performance. The right first step is to stack rank account executives by recent performance