McKinsey with Niranjana (Featured by McKinsey) | Year-End Updates | Your Questions Answered

#2 of 5: Your Questions Answered:

“I work with a very challenging associate. 3 months into the job, the interpersonal dynamics are still tough - he is usually curt in our interactions, doesn’t feel like he particularly likes me, which is all impacting my general positive attitude at work. Would appreciate any suggestions on how to work through this” - Recent Grad, Investment Banking

I've experienced this early in my career and know it can be challenging. The natural tendency when working with tough people is to be resentful and dismiss them as someone you’re never going to get along with. The challenge is, throughout our careers, we’re continually working with people whose style doesn’t match with ours.

Here are my suggestions: First, make your goal to gain this associate’s respect rather than just his approval. The best way to do so is by producing strong work product. As you show you know what you’re doing and doing a good job, respect and approval will follow.

Second, anticipate and be prepared. As you’re working on a deliverable, anticipate what types of questions or additional analyses he may ask for, and be prepared. This is an unbelievably strong tactic.

Third, try to understand the associate’s intentions. Is he difficult with every analyst or just some? Is it a rite of passage? What do more experienced analysts say about working with him? Based on your experience, are there things he appreciates more than others (i.e. if he has shown that he likes his analysts to constantly update him on progress, or just run with things) - and do more of that.

Fourth, at the right time, find out what might have caused the issue via feedback. Rather than a random out-of-the-blue conversation in the middle of a deal, set up some time for informal feedback and set it up as “Hey, I’ve enjoyed working with you and on this project. I’ve gotten the opportunity to do X, Y, Z. Would love to hear your feedback on my work, and any areas for improvement.” You may discover that you might have read too much into it to begin with.

Fifth, develop relationships with more than just your immediate associate/VP team. A common mistake I see from junior analysts is - they are so focused on just their immediate team that they don’t take the time to cultivate rapport with others in the group / across the firm. The more people that know you and can vouch for you, the less diffused any single person’s feedback will be.

Lastly and most importantly, don’t let one point-in-time relationship affect your overall positivity or attitude. It can be hard in that moment in time, because we all thrive on approval, but understand that in the medium term, this relationship will improve. I’ve had challenging personal relationships with people, which have turned out to be great relationships later. Stay positive, do what’s in your control, continue to do a good job, and things will turn around.

I love hearing back from all of you - let me know if other things work for you, or if you end up using these tips.

-Kaushik

Have questions you want answered? Email ProjectElevateLab@gmail.com

Elevate Network: For the Next Generation of Business Leaders

Elevate Network:
For the Next Generation of Business Leaders