Performance reviews at MBB

Hi there,

That’s a great and very insightful question. At top-tier consulting firms, performance expectations are high, but the environment is also built to support rapid development and growth. That said, there are common patterns of underperformance that, if unaddressed, can lead to someone choosing—or being encouraged—to exit.

Here are some examples of issues that tend to raise concerns:

1. Consistently Weak Problem Solving or Analytical Skills
   If a consultant struggles to structure problems, interpret data, or draw out clear insights—even after coaching—that can become a sticking point. These skills are core to the role, and there’s limited tolerance for stagnation.
2. Poor Communication with Clients or Teams
   Clear and tailored communication is crucial. If someone regularly produces unclear work, misaligns with clients, or can’t adjust their messaging for different audiences, it can start to undermine team dynamics and client trust.
3. Not Responding to Feedback
   Feedback is constant in consulting. What matters most isn’t being perfect, but showing you can learn quickly. If someone doesn’t act on feedback or repeats the same issues, that becomes more problematic than any one performance miss.
4. Low Ownership or Lack of Proactivity
   Consultants are expected to lead their workstreams and think ahead. If someone consistently waits for direction, avoids accountability, or needs constant oversight, it can suggest they’re not ready for the autonomy expected.

Note that in my experience, these situations usually occur as a result of prolonged behaviors rather than any single instance. 

Hope this helps but keen to chat more about a specific situation in case helpful.
 

At McK at least reviews are tenured based - meaning expectations for a 6 months BA is different from 1 year BA, which is different from first year ASC etc. 

What this means is that you're constantly measured against an increasing bar...so the answer is not that straightforward as expectations for an AP vs. EM vs. ASC are very different.

Assuming you're a BA - i would say broadly:

• 0-1 year BA: You're expected to have a good attitude with generally positive feedback from teams, expected to check off - modelling, client hands, page making, problem solving and presentation / comms
• 1 year BA: Be standalone & own a workstream end to end - i.e., you're able to independently run multiple analyses required to "crack" your workstream, iterate it with EM, Partners, create page outputs and present it 

Not sure I get your question, but let me try. 

In most cases, people leave on their own when they consistently receive issues or are counselled to leave. In very few cases are they formally pushed out, and that's also contingent on what the labour laws are in that respective country. 

It's not hard to get to issues, actually, and lots of candidates get there and then bounce back. I've even met Partners who were once 'issues'. 

You get counselled to leave when you don't bounce back for a while. And then, indeed, it's not only a question of you wanting to stay, but asking yourself whether it's worth it for you to stay. It doesn't feel good to be consistently underperforming.

Best,
Cristian

Hi there,

I’ve been part of the McKinsey Performance Review Committees in multiple roles and locations — and I can tell you, 90% of the issues boil down to two mistakes:

• No internal sponsorship. If you’re not actively building relationships across the firm, especially with decision-makers, you’re invisible when the reviews come.
• Ignoring previous feedback. If the same points keep showing up in reviews and nothing changes, it becomes a red flag. That’s when your case for promotion starts to crumble.

The good news? Both are fixable. Network strategically and treat your feedback like a playbook. With those two levers, almost any performance issue becomes solvable.

Best,

Alberto

Agree with the above categorisation.

You normally have 6-12 months to fix your poor performance once it’s identified in a review cycle. People don’t just get ‘fired’ on the spot in MBB.

The exception to this is ethical issues - e.g., expense violation etc which will result in instant termination.

hi!!

from my point of view it is usually less about one big mistake and more about patterns e.g., like unclear communication, lack of ownership, or weak problem structuring. I only know a friend who was rather introvert and didn’t enjoy client interaction, and that made it tough for them to thrive in the role. MBB expects you to be proactive, sharp, and comfortable in high-stakes conversations, so if someone consistently avoids that or can’t deliver clearly under pressure, it can become a problem. but support is usually offered first before it gets serious!

best, Alessa 😊

If you are already at MBB, you will have access to your evaluation form. 

Next you should understand the trajectory requirements - e.g. at which month do I need to have what kind of scores.

Then for each of sub dimensions, there should be a description on what is acceptable or not. E.g. at BCG, if you get a 4 or 5, that is not acceptable most of the time.