As a MBA graduate, how to manage / lead juniors who are more experienced than you?

What you are expected to bring is not technical expertise, but PROJECT OWNERSHIP. 

So it is your job to draw on the expertise (and other talents) of other team members to move the project forward. Being a senior consultant is mostly about that: strong client presence + project ownership.

This doesn't mean other members won't have ownership, but junior members usually focus on their own tasks, and a lot of times miss the whole that is going on. They care about meeting the talk deadlines, but miss the overall calendar. As a more senior person, it is your job to understand the whole project (and overall hypothesis and solution), understand how one part impacts the other, undertand the whole project calendar, undertsand interconnections, etc.

You may not have the same ability to review their slides on a technical level, and may need their help (and your superior's) to do that BUT you should be able to understand how their work interconnects with everything else. This is what managing a team really means.

And don't worry if they have a lot to teach you. That's commonplace in consulting, and it actually happens all the time at all levels.

Hey,

After MBA, these firms bring you at a level which is consistent with the skills you bring to the table- functional & industry skills, leadership, communication, resourcefullness & problem solving.

So, age or # of years of experience are not critical as long as you are a solid project manager and can get the job done. You inspire people by leaving a positive impact on them and getting stuff done. You dont have to be older or have more years of experience to demonstrate this. 

You will encounter this kind of a situation all the time in consulting. You need to be content with it, and also need to understand that others are in the same boat.

Further, you need to understand that each position in the team requires a different skill-set. Your MBA has ‘equipped’ you with skills that are valued more in a consulting setup - such as ownership, independence, resourcefulness, and most important of all - responsibility.

For sure you can learn from your juniors (on what they are better at) and also at the same time pass on some of your skills as well.

Good luck!

Hi there,

My #1 piece of advice is to be confident in comfortable with that which you do not know. This applies throughout your career.

Know what you're good at and what you're not good at. Own what you're bad at. Ask questions to improve.

FIRST: In your first year or 1.5 years you will not be responsible for managing anyone. So, remember no-one is your subordinate here :)

(1) How to lead / manage these juniors who have stronger technical skills? Wouldn't it be weird to be “coached” by juniors instead of coaching them?

Let them lead you. They're people. Be careful with any “ego” that may be there!

They and you both know that they should currently be paid more than you. They know more. It's just a fact.

Embrace that, own it, and listen to them. Take their guidance. Give them respect. Allow them to teach you. Good leaders recognize that they can't be the best at everything…they allow others to step into the roles they're good at!

(2) What specific values can post MBA hires bring on table? (Probably client facing, leadership, industry knowledge, etc)?

Honestly? Not much! You're there to learn! Most companies don't start getting a ROI on their new hires for 1.5 years.

Accept that!

Of course, you can bring your MBA knowledge, maturity, etc. to the table. However, quite frankly you're going to be struggling to keep your head above the water for the first 12-18 months.

You are there to learn and absorb and progress. They did not hire you for what you are now, but for what you will become! Become a sponge and push hard to develop your consultant toolkit!