Weak First Review at MBB: How Hard Is It to Bounce Back?

Question

I’ve been at an MBB firm for about six months and believed my performance and progression were on track. The feedback I’ve received so far has been mostly minor and focused on job mechanics, but recently a couple of managers indicated that I’m likely to receive a negative first review.

This has been discouraging, especially given the emphasis on strong early-case performance to build momentum and maintain billability. I’m concerned about how difficult it may be to recover from this position and avoid a Performance Improvement Plan (PIP).

I’d appreciate hearing from others who’ve had a weak first review and were able to bounce back. How hard is it to get back on track after a lackluster initial evaluation, and what high-ROI actions or tactics helped you secure stronger reviews going forward?

I’ve also started questioning whether consulting is the right fit for me. While I expected the long hours and travel, I underestimated the pressure to deliver high-quality analysis on unfamiliar topics and, at times, to build entirely new analyses or models I’d never done before—often in hours rather than the days most typical jobs would allow. Also, when things aren’t going well—whether due to being on a difficult case or team, low physical energy, morale, or challenges outside of work—being engaged in work all day makes it impossible to properly mentally reset, unwind, and recharge in the evenings.

This leads to a broader question: what are the best litmus tests for deciding whether management consulting is worth sticking with, or whether it’s better to consider an exit?

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TL;DR: Six months into MBB, I’m facing a likely weak first review despite strong effort, seeking advice on how to recover effectively—and how to tell whether consulting is the right fit or if it’s time to consider an exit.

Answer 1

Hi there,

What you’re experiencing is far more common than it feels and it does not mean your career at MBB is over. A weak first review at six months can feel alarming but it is not a final judgment of your ability or potential. Early reviews are often shaped by staffing luck manager fit and the steep learning curve rather than true capability.

Many people do bounce back. The highest ROI actions are getting very specific feedback on two or three behaviors to improve aligning early with managers on what good looks like and aiming for supportive staffing where expectations are clear. One strong case can meaningfully reset the narrative.

It’s also reasonable to question fit. Consulting demands sustained performance under ambiguity and pressure and that isn’t energizing for everyone. A useful test is whether the work itself gives you energy when things are going reasonably well not just when outcomes are perfect. Staying a bit longer to course correct keeps options open but leaving earlier is not a failure either.

If helpful I’m happy to talk through a recovery plan or help you think through this decision more clearly. I have friends who went through the same.

Best,
Evelina

Answer 2

hey there :)

this is much more common than people admit and it is absolutely possible to recover if you act fast and visibly. The biggest lever is alignment, meaning getting very explicit feedback from your EM or PL on one or two concrete behaviors to fix and then over delivering on exactly those within the next case. Momentum usually resets with one strong project and one senior sponsor who is willing to vouch for you. On the fit question, a good litmus test is whether you still enjoy the learning curve and occasional wins despite the pressure, if the work drains you constantly even on good teams and good days it is usually a signal to plan an exit rather than wait for a PIP. Either way, you are not behind and you still have full optionality. Happy to chat more if helpful.

best,
Alessa :)

Answer 3

This six-month mark is often the most brutal adjustment period, and hearing that you are likely to receive a negative first review is deeply discouraging. It feels like a threat, but here’s the reality: a low first rating (usually a Tier 3 or ‘Needs Development’) is a powerful warning sign, not an immediate death sentence. The firm expects rapid, non-linear growth. Your goal right now is to stabilize the narrative around your trajectory and restore partner confidence, not just to boost your score.

The highest-ROI move you can make right now is to dramatically improve how you manage up, as this is often the silent killer for new hires. Managers often provide vague feedback on "mechanics," but what they really mean is that you are causing friction or consuming too much of their time. They are grading you on predictability. To fix this, you need to transition from working on the analysis to relentlessly managing the process of the analysis. Before you start work, spend five minutes identifying the 2-3 most likely failure points. Then, implement a daily, structured check-in: outline your hypotheses, your work plan, and where you anticipate the roadblocks. Managers hate surprises; if you consistently eliminate ambiguity and surprises, the perception of your performance improves dramatically, even if the underlying analysis takes the same effort.

Regarding the fit question: the intense pressure to build entirely new models and analyses in hours—not days—is precisely the job description. The key litmus test for continuing isn't whether you can tolerate the hours (everyone struggles with that), but whether you genuinely enjoy and are energized by the sheer intellectual novelty and the speed of your personal development. If, even amidst the pressure, you find deep satisfaction in structuring and solving previously unseen problems, then stick it out and focus on the management tactics. If, however, your primary emotion is dread about the volume of unfamiliar work and the inability to find deep engagement in the intellectual puzzle, then the environment is fundamentally misaligned with your sustainable working style. Only you can answer that, but six months is too early to exit based on a single review; use the next six months to strategically test if the high-velocity learning component truly appeals to you.

All the best!

Answer 4

Hi,

I faced a similar situation and can definitely emphathize.

I was a lateral hire into MBB and my first review was actually a 4 (5 is the worst, 1 is the best; but the other nuance is that there was significant grade inflation so often the lowest grade given was a 3).

It was super stressful because I entered as a Senior Associate (which is a 1 year tenure role, which means at the ~9 month mark your fate is decided), so my runway was not really long.

I managed to turn it around and eventually got fast promoted twice.

Happy to talk about it more privately - just drop me a dm.

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You can also check out this article for tips on how to do better on the job, it's focused for experienced hires but the principles also apply if you are new:

Succeeding in Consulting as an Experienced Hire

Answer 5

Look it is not clear what negative means, like under the passing bar or meeting the bar with a close call??

If you met the bar, you just need to work on it to make sure it doesn’t become a repeat for you to be under the bar next time because they need you to grow fast not stand still

If you expect to be under the bar, then that is in PIP and there is whole scenario analysis about whether you start to pack your bags, want to fight it out and recover, or have the capacity to intensely do both

Answer 6

I had a similar situation, actually. I had a 'tracking' or 'strong' in my first review. And it also reflected how I was feeling about my performance and life at the firm. And then I turned it around and became top quartile for the remaining four years or so at the firm.

The change came partly because I learned the ropes, partly because I implemented the feedback that I was given, but also because I found the right mentors.

I've also worked with multiple MBB employees with similar situations and helped manage these situations, so if you need any support, reach out.

Best,

Cristian