How to Give Updates Like McKinsey Consultants

5-Point Framework for Giving Professional Updates/Feedbacks

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Hey friends 👋🏼

How’s your week coming along?

Just a while ago, I was thinking of starting this newsletter.

Can’t believe I’m already on the 90th episode.

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We’ve all been there.

You know what to say, but you end up rambling.

It’s a structure issue.

Except you work in consulting, many of us are terrible at structuring our talks at work (product/project updates, client engagement, giving feedback, etc)

Here’s a McKinsey-style framework for your next professional engagement.

Disclaimer: I never worked at McKinsey. I only worked with their consultants in the past. But believe me, they understand structure when it comes to speeches.

Want to sound more professional in your next speech?

Try this 5-point framework.

Assuming I’m giving feedback to my manager, here’s a framework I'd use, drawing from best practices and a consulting mindset:

1. Context & Intent (Setting the Stage):

• Begin with clarity: Start by articulating the purpose of the feedback.

  "I wanted to share some observations regarding [specific project/situation] to support our collective growth and optimize team performance."

• Define the scope: Briefly outline the specific area or behavior you'll be addressing.

  "I'll be focusing on [specific area, e.g., communication during client meetings, delegation strategies]."

2. Specific Observations & Data (The "What"):

• Focus on observable behavior: Avoid generalizations and personal opinions. Instead, cite concrete examples and specific actions.

  "During the recent client presentation, I noticed that [specific action, e.g., we deviated from the pre-agreed agenda]."

• Quantify impact whenever possible: Use data or metrics to illustrate the consequences of the observed behavior.

  "This resulted in [measurable impact, e.g., a 15-minute overrun, a client question left unanswered]."

• Maintain objectivity: Stick to facts and avoid emotionally charged language.

  "From my perspective, this created [neutral observation, e.g., a sense of urgency, a moment of confusion]."

3. Impact & Implications (The "So What"):

• Explain the consequences: Clearly articulate the impact of the observed behavior on the team, project, or organization.

  "This affected [stakeholder, e.g., the client's perception, the team's efficiency]."

• Highlight potential risks or opportunities: Discuss the long-term implications if the behavior continues or changes.

  "Moving forward, this could lead to [potential risk, e.g., missed deadlines, reduced client confidence] or [potential opportunity, e.g., increased meeting efficiency, stronger client relationship]."

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• Align with strategic goals: Connect the feedback to the broader objectives of the team or organization.

  "Ensuring clear and concise communication aligns with our goal of [strategic objective, e.g., delivering exceptional client service]."

4. Recommendations & Solutions (The "Now What"):

• Offer specific, actionable suggestions: Provide concrete recommendations for improvement.

  "I suggest considering [specific action, e.g., a pre-meeting agenda review, a structured Q&A session]."

Or share what has been done previously.

• Focus on collaborative problem-solving: Frame recommendations as a starting point for discussion.

  "Perhaps we could explore [alternative approach, e.g., a different meeting format, a revised delegation process]."

5. Closing & Commitment (The "Moving Forward"):

• Open the door for continued dialogue: Encourage further discussion and feedback.

  "I'm open to discussing these observations in more detail and exploring other potential solutions."

• Express confidence in future improvement: End on a positive note, emphasizing the potential for growth and development.

  "I believe that by addressing these points, we can further enhance our effectiveness and achieve even greater results."

To summarize,

• Set the context

• Share observations or data (both are better)

• Talk about the implications

• Offer a recommendation or two

• Wrap up by focusing on what needs to be done to move forward

This framework works whether you’re giving your manager feedback or giving updates on a project.

Until Next Week,

— ❤️ Azodo.