I’ve finally built something that accomplishes just that.

Introducing The Consulting Bible

The second edition is a 92-page interview guide to conquering consulting interviews and landing jobs. Here’s whats new:

1. Two brand-spanking new case studies, including one that’s conversationally-based. You’ll find that some interviewers prefer more interactive discussion, less traditional Q&A. Now you can master both – especially with the running commentary that I’ve added to each case

2. “Ethics and integrity” fit questions. Let’s face it, the corporate world has been remarkably tarnished in the past decade, and client service demands ethical behavior. Master these questions to demonstrate that you have both the instincts and experience to make principled decisions

3. Two new, internationally-focused sizing questions (what I call mini-case studies). Global awareness is key to management consulting success

4. More than 15 additional fit questions scattered across categories including Personality, Teamwork, and Experienced hires

5. A new “Brainteasers” section. While relatively uncommon, chance favors the prepared consultant

6. More case study tips from the experts – learn tactics for tackling open-ended questions and why well-timed pauses can save you from disaster

7. 10 great interview followup questions – because 98% of interviewers miss a chance to make an excellent impression and strengthen the interviewer relationship. The other 2%? They’re getting the offers

Here’s a preview of the Table of Contents:

Here’s what a customer said about the first edition:

How much does it cost?

As a limited time launch promotion, The Consulting Bible will stay at $25. In full transparency, that price will increase to $35 at the end of May.

In addition, by purchasing in this timeframe you’ll still receive free lifetime updates. After the month is over, that bonus will officially end.

It still comes with the same 60-day, 100% money-back guarantee.

If you’re not happy with the interview guide and its promises, email me to get a full refund.

Of the hundreds of customers so far, only 2 have requested refunds. I hope that says enough about the quality of this guide.

Click here for more information, including additional benefits, previews, and customer testimonials.

Thanks everyone for your readership of the site! Based on peoples’ feedback, this week we’ll focus on the consulting lifestyle – everything from job perks to understanding what separates great from mediocre consultants

Here, I’ll focus on 10 key steps to prepare for consulting interviews. As a general piece of advice, the best way to become a great interviewer is to interview in real situations often – thus the rationale behind spreading a wide net and applying to many firms.

Case study preparation

1. Read Case In Point – a high-quality, 100% case-focused resource

2. Review Victor Cheng’s www.caseinterview.com – a former McKinsey consultant, Victor has a great handle on successful case tips and techniques

3. Practice online cases – most consulting firm websites have plenty of cases (Bain even has simulated video case studies). The key here is to attempt answering the question before reading the real answer. There are good consulting websites with case resources as well, including Rice’s Consulting Club

4. Practice cases with friends – if no friends have relevant experience or interest, search Craigslist, consulting forums, and the like for partners

5. Practice sizing and estimation questions all the time (eg, if you see a Lexus while driving, think about how many Lexuses are manufactured in the U.S.). Sounds silly, but this is how you become fast and resourceful

Most important: practicing cases with and getting feedback from actual consultants. Never underestimate their willingness to help, as evidenced in Consultant99’s comment

Fit interview preparation

1. Generate sample fit interview questions and prepare outlined responses – the key is avoid rote memorization, but outline your main points. A useful resource is my guide to consulting interview questions

2. Practice responses in front of a mirror – this helps you become comfortable with body language, pacing, tone, etc

3. Practice with friends – have them ask you questions without prepared responses. Improvisational interview skills will serve you well far into the future

General interview preparation tips

1. Wear something that looks good and makes you feel confident – never underestimate the power of first appearances. Dress like a consultant, and you’ll look like you belong. Great post on consulting dress code here

2. Talk to as many current and former consultants as you can – the better you understand the work, the more comfortable you are with consulting terms like “on the beach” and “scope“, the better you’ll do. It’s also great for job networking

Click here for more on management consulting interviews

Stay connected:

I offer resume editing and mock interviews. I’ll help you stand out from 1000’s of other applicants, land consulting job offers, and break into management consulting.

Churchill would’ve made a great consultant.

This is the 3rd post in a series on management consulting interviews. Previous posts covered fit interviews and followup questions.

We’ll start with the first part of Churchill’s quote – the need to “tell them what you’re going to tell them” (aka, upfront structure). If you don’t remember anything else from this post, remember that.

Why the need for upfront structure?

• It minimizes interviewer confusion
• It demonstrates your ability to give clear responses to complex questions
• It demonstrates your ability to prioritize key issues

Here are examples of a weak and strong response to a case study question:

Question: What areas would you investigate to better understand increased employee turnover at Bank of Atlantis?

Weak: I think you want to investigate salaries relative to their competitors. Higher salaries can be a big reason why employees want to leave the bank to work elsewhere. Salaries and maybe benefits. Lack of sufficient benefits – maybe things like retirement plans and health insurance. And of course, you’d want to take a look at lifestyle issues. Have the employees been working harder lately, and if so, what’s been causing the longer hours?

Strong: There are 3 areas I’d like to investigate to better understand the causes of higher employee turnover. The first would be Bank of Atlantis salaries relative to local competitors. Are there base salaries higher, lower, comparable? What about bonuses, any not-so-obvious compensation measures, and so forth? The second area would be benefits relative to competitors. The big ones would include retirement and 401K contributions and health insurance. Finally, I’d look at employee lifestyle and how it compares past to present. Have the employees been working longer hours recently?

The weak response lacks upfront structure. The answer confuses the interviewer and stumbles from one point to the other.

The strong response provides a clear roadmap in the first sentence. It then adheres to this roadmap (”There are 3 areas”) throughout the response, using anchor words like “first”, “second”, and “finally”.

Your grammar and diction do not need to rival Shakespeare. Clarity and simplicity are preferred

Now to the last part of Churchill’s quote – “tell them what you’ve told them” (aka, the conclusion).

This is a crucial skill to demonstrate for the following reasons:

• It demonstrates your ability to synthesize lots of information
• It demonstrates your ability to highlight the key takeaways
• It provides a satisfying wrap-up to a long answer

I’ll use the sample above to show how you can make the strong response even better:

Strong: There are 3 areas I’d like to investigate to better understand the causes of higher employee turnover. The first would be Bank of Atlantis salaries relative to local competitors. Are there base salaries higher, lower, comparable? What about bonuses, any not-so-obvious compensation measures, and so forth? The second area would be benefits relative to competitors. The big ones would include retirement and 401K contributions and health insurance. Finally, I’d look at employee lifestyle and how it compares past to present. Have the employees been working longer hours recently? By looking at salaries, benefits, and recent lifestyle changes, we’ll be able to get to the biggest causal factors that can drive employees to quit and or find similar jobs elsewhere.

The conclusion acknowledges your clear understanding of the problem (”causal factors that can drive employees to quit…”) and reinforces the 3 areas that underpin the solution.

It’s not necessary to demonstrate both skills in every response – particularly with short, narrowly-focused questions

Some final takeaways:

1. It’s recommended that you take time before tough questions to plan your response. Only the rarest of interviewers can build an elegant response on the fly
2. This advice also works with quantitative questions. Here, you should give a brief roadmap for your calculations (”upfront structure”), and provide takeaways from the solution (eg, “45% annual turnover is incredibly high – the next thing I’d do is see how that stacks up with competitors and our own historic data”).

I cover general case study tips here for more info

Stay connected:

I offer resume editing and interview prep. Through one-on-one sessions, I’ll help you stand out from 1000’s of other applicants and land consulting jobs

Are you terrified of solving Disney’s growth strategy for Brazil?

Unsure how to begin estimating the number of rhesus monkeys in India?

You’ve come to the right place.

Through Management Consulted, I’ve written article upon article about the consulting industry. From salaries to travel, from boutiques to MBB, I’ve helped people understand the job, write the perfect resumes, and ace the toughest interviews.

The Consulting Bible blows all of that content out of the water.

Through my resume editing and interview preparation, I’ve helped 50+ people land interviews and offers in the consulting world (including such esteemed firms as McKinsey, BCG, and Mercer). Through hours on the phone, I share every secret that I know – telling them exactly what fit questions to expect, the difference between good and great case study responses, and the interview answer techniques that separate offerees from the rejects.

The Consulting Bible is like a 50 hour phone call with me. And infinitely more entertaining.

Get The Consulting Bible today and be the smartest interviewer in the room.

In it, you’ll find:

• Over 50 key fit questions that will arise specifically in consulting interviews (there are important differences versus finance interviews). Why 50 and not 500? I firmly believe in quality over quantity. These will be 90% of the questions you’ll be asked. And I promise – memorizing these top 50 will give you the content and flexibility to destroy any fit question you’ll ever face.
• 3 sizing questions (what I like to call mini-cases) – including 2 where I provide multiple solution methods. These 3 are comprehensive, complex, and will be more challenging than any you’ll face from MBB
• 2 case studies with exhibits – found exclusively in this guide, these case studies are ground zero for mastering the skills needed to conquer the case

I not only provide specific tips on how to answer each question, but I tell you what the interviewer is looking for and offer an example answer that I’d be comfortable using myself!

Here is the Table of Contents and a sample page so you can get a glimpse of what’s inside!

Wow, it looks pretty good. What else can you tell me?

I’m not done yet. Read this guide and you’ll discover:

On fit and experiential questions…

• The 16 interview tips to make yourself stand out before, during, and after (pg. 6-7)
• One phrase that everyone encourages you to use but you should never say in an actual interview (pg. 6)
• The 5-minute investment on one skill that will make you better than 90% of interviewers (pg. 6)
• 4 secrets to answer any fit question that the best interviewers instinctively know (pg. 8)
• Why your business background prior to an MBA can hurt you, and how to prevent this from happening (pg. 13)
• The 2/4 point structure for tackling resume questions – and how to use this framework for any fit question (pg. 15)
• What to never say when discussing why you turned down return offers (pg. 18)
• 5 personal qualities that consultants universally respect and that you must convey (pg. 19)
• The worst mistake you can make when answering questions about your future (pg. 19)
• How to build rapport through your responses to personality questions (pgs. 21-23)
• 1 personality question where a great answer will knock their socks off (pg. 21)
• 1 topic you must avoid when asked about any question, and particularly about failures (pg. 23)
• An example response that I’d actually be comfortable giving for “Greatest weakness” (pg. 24)
• The 3 questions that if you’re not asked, then I was never a consultant (pgs. 26-28)
• The one component that people always miss when discussing their leadership (pg. 29)
• The toughest question you’ll encounter – and a response that will leave the interviewer eager to work with you! (pgs. 29-30)
• 3 traits to demonstrate a sincere interest in the firm and the industry (pg. 32)
• 2 topics you shouldn’t discuss when asked why you’re interested in management consulting (pgs. 32-33)
• 2 phrases that must be avoided when discussing why you want to work at their firm (pg. 34)
• The best way to answer the question of “Why a boutique?” (pg. 36)
• One critical topic that when explaining a move overseas (or, for international applicants, a move to the U.S.) (pg. 39)
• The 3 checkmarks you must earn in explaining your career change to consulting (pg. 40)
• The Cliff Notes method for sounding like an expert on today’s business topics (pgs. 43-45)
• How to sound like a consultant when asked about specific companies and industries (pg. 44)
• Be prepared for the one business topic that I guarantee will be discussed (pg. 45)
• What you should never say when asked questions about your recruiting status (pg. 47)

On sizing questions and mini-case studies…

• Why sizing questions can be trickier than case studies (pg. 49)
• 4 reasons why they’re asked – and the tips that will help you master them (pg. 49)
• Example questions that you can ask to sound smart without annoying the interviewer (pg. 50)
• Multiple approaches to each question so you see the best solution possible
• The one test that you must know and use with each answer (pg. 51)
• How to be 80/20…without being 50/10 (pg. 53)

On case studies…

• 5 case study principles that the best interviewers know by heart (pg. 57)
• 2 frameworks that must be memorized…and will be used repeatedly (pg. 57)
• 1 thing the best interviewers do that automatically makes you sound like a consultant (pg. 57)
• Example questions that you can ask to sound smart for each case
• Suggestions on creative responses – so you can be both structured and out-of-the-box
• Example differences between good answers and truly distinctive responses (pgs. 61-62)
• The 3 components of summary responses – aka, the elevator test
• Quantitative questions that cover market size, marginal profit, fixed and variable costs, and other key concepts that you must know

Of course, nothing’s perfect.

The Consulting Bible could have 100 sizing questions. 50 case studies. You know what? IT WILL SOON. And if you buy now, you’ll receive lifetime updates for free, straight to your inbox.

Here’s my guarantee to you – at least once every other month (6x/year), I’ll update this guide to add more fit questions; more sizing questions; more case studies. People who buy now – before the 2nd edition is out – will get lifetime updates for free. That offer ends when I release the 2nd edition

I’m already working on it – there will be at least 3 more case studies and 5 more sizing questions…not to mention 10s of additional interview questions.

60-day, 100% money-back guarantee

If you aren’t 100% satisfied, email me and I’ll personally refund your money. No questions asked. You get to keep the guide, and you’ll get a 100% refund.

This all sounds great. What’s the cost?

It’s only $25. It’s a bargain given how comprehensive it is. You can buy case study books – but they won’t include sizing questions, and they definitely won’t include fit questions. And there isn’t a single quality guide with interview questions dedicated specifically to consulting.

There’s no waiting. It’s an ebook (PDF file) – you download it immediately after purchase. No shipping, no hassle!

You’ll get free lifetime updates – which will be coming often. In fact, I’ll say it right here – I plan to release the 2nd edition by the end of February. It will be much more expensive than $25.

My final parting words:

The Consulting Bible is incredibly affordable for two reasons:

1. It’s relatively new, and I want to reward early believers

2. I want people to get 10x their money’s worth. Not 2x, not 5x, but 10x. I believe that after reading this guide and diligently working through each question, you’ll be 10x more prepared to ace interviews and land offers.

I want you to be successful – because your success will reflect well on me, The Consulting Bible, and Management Consulted

Hey, even I can be suspicious when it comes to spending money online. After all, we’re growing up in an age where many of the best services are free!

But trust me – this guide is worth every penny of that $25. I invested far more time than I planned – I pushed back the release date twice to add more content, more questions, and more insights.

Finally, if you purchase the guide and don’t agree with me 100%, you can always return it for a full refund. And if you do so, I only ask that you provide me feedback on how to make it better. Because I see this project as a lifelong investment – it’s going to get better, bigger, and more useful.

Get The Consulting Bible today and be the smartest interviewer in the room

Payments are processed through PayPal, which is 100% safe and secure

Click to purchase! Remember, it’s a PDF that’s delivered electronically. Buy it now, and you’ll immediately be able to start learning every secret I know.

Additional questions:

Will the guide be helpful for senior positions?

Absolutely. The tips for each section and many of the questions will be similar. There’s even a section on questions for experienced hires/career changers.

I’m interviewing for IT/technology consulting positions. How can the guide help me?

Your interview will naturally differ from the strategy consulting model – but they will ask questions about your resume, your background, your preparation for the job. All of which are covered in this guide.

Why are there no “technical questions”?

Unlike finance, management consulting interviews rarely ask technical questions. The closest you’ll come are questions about current business topics (which are addressed). The technical skills needed for consulting are tested in sizing questions and case studies – which this guide discusses in-depth.

1. I enjoy people debating and discussing my writings and opinions
2. This site is the best space for me to present my position on a topic
3. There are some takeaways about consultants that I will share at the end

So here’s the situation:

Consultant Ninja is a blog that I’ve been reading for several months now. His writing is usually insightful and humorous.

When I wrote a post on job salaries, he responded with a similar post. While his writing attempted to poke fun of mine, he did have good data and I applaud his effort to educate readers.

However, my latest post on 10 steps to solving any sizing questions really got him worked up.

His response post almost made me laugh, but more than anything, it made me cringe in seeing his misguided reasoning and blatantly wrong conclusions

In his post titled How not to do a consulting case study, he makes three points:

1. That I should’ve put “cubic feet” instead of “square feet” in step #5 of my post
2. That “10,000 to 20,000 cubic feet” is a “stupid fucking answer” in step #5 because you can’t just throw out a guess
3. Again, that “10,000 to 20,000 cubic feet” in step #5 is wrong because it’s off by an order of magnitude

First, it strikes me as slightly absurd that he would write an entire post criticizing one out of 10 points I make. Without reinventing the wheel, I’ve reproduced verbatim my response comment in the space below:

- – - – - – - – -

Consultant Ninja – clearly this post requires a personal response. I know your post is well-intentioned, but unfortunately it is just flat out wrong. Not only does it miss the entire purpose of my post, but places quotes out of context and doesn’t indicate even a cursory understanding of what I’m communicating.

I’ll respond to each of your points in order:

#1. You’re right – I meant “cubic feet” and this is a typo on my part. It’s been updated. However, any reader can clearly see this mistake and it won’t dramatically impact the lessons they take away

#2. You need to read my posts much more carefully. With step #5 of that post, the point is to avoid numerical ranges. The answer of “between 10,000 and 20,000 square feet” is not the right answer at all. Nowhere in my post do I state that it is.

Honestly, who is dumb enough to be asked how many cubic feet a 747 is and just throw out “10,000 to 20,000 feet”? The mere absurdity of that answer puts my respect for your judgment in question.

#3. I’m assuming it should be clear by now that I wasn’t providing a real answer. Nor was I even attempting to do so – it was solely about the need to avoid numerical ranges. If I actually wanted to include the real answer to the cubic volume of a Boeing 747, that would take 30 seconds on a Google Search.

I applaud the fact that you’re reading my posts closely. But please, if you’d like to pick apart my analysis, do so only after:

#1. You’ve read the entire post

#2. You’ve put some effort into understanding the content before grossly quoting me out of context

Thanks. I respect your writing, and have enjoyed the insight/attention that you put into your posts. But please, don’t make yourself look bad by writing a long post deconstructing a problem that doesn’t exist.

Kevin

- – - – - – - – -

So what should you take away?

1. Analysts and associates are expected to, as an interview client once said, “measure twice and cut once”
2. Senior consultants – because they’ve gone through the analyst/associate rigmarole in years past – have a natural bias to distrust an analyst’s work. It’s not unfair, it’s just how it works
3. Consultants like to sound smart and make others look bad. This is part myth, part reality. Consultant Ninja was taking that opportunity at my expense, but in this case he simply missed the mark

I look forward to reading his future posts, and am hoping our conversations in the future will be more productive!

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