el-duderino
New Member
Nein, eher "The Big Lebowski" ;-)
Hatte geglaubt da einen Simpsons-Hinweis entdeckt zu haben ;-)
Dann beschreibe mir doch bitte nochmal aus Deiner Sicht den Grund dafür, dass der Berater sich beim Bewerbungsgespräch nicht auffällig kleiden sollte, auch wenn es farblich, qualitativ und geschmacklich ein hohes Niveau hat.
Bower enforced an unyielding dress code: dark suits, hats, and garters. Long socks were required because Bower abhorred the sight of "raw flesh." Maurice Cunniffe, who worked at the firm from 1963 to 1969, could remember the protocol as if it were yesterday. "Definitely long socks," he said. "And a feather on your hat only if it was barely peeking over your hat band."
"You would wear garters and you would wear a hat," recalled McKinsey consultant Jack Vance. "You didn't wear bow ties and lord knows you didn't have a mustache." Or argyle socks. In one heralded piece of McKinsey lore, Bower is said to have attended a client meeting in 1966 with a young associate who had the audacity to reveal a flash of argyle under his pants cuff during the meeting. Upon returning to the office, Bower whipped off one of his signature blue memos on appropriate sock wear, and he even held a Saturday clinic on the right way to dress. As recently as the 1990s, consultants were strongly encouraged never to leave their offices without their suit jackets on, although they were allowed to work in shirt sleeves. It wasn't until 1995 that the firm conceded business casual days to its hardworking minions. Competitors and clients still make fun of McKinsey consultants and their cuff links.
Bower once explained the rationale for his sartorial standards. "If your job is to help a client have the courage to follow the trail indicated by the facts, you need to do everything you can to minimize the distractions and deviations the client is likely to take," he told his biographer Elizabeth Edersheim. "If you have revolutionary ideas, they are much more likely to be listened to if you do not have revolutionary dress ... if you were an airline passenger, and the pilot came aboard the plane and he wore shorts and a flaming scarf, would you have the same confidence as you did when he came on with his four stripes on the shoulder? Basically, the dress code all has to do with what you want to do, when you want to build confidence and an identity." Whatever the argument, Bower was cooking the individuality of his consultants out of them as soon as possible. In 1962 McKinsey staffers gently mocked their workplace by publishing "The Consultants' Coloring Book," in which every color suggested was black or gray. Longtime partner Warren Cannon compared the dress code to that of "moderately well-to-do morticians."
Bower wasn't entirely blind to shifts in fashion. Three years after John F. Kennedy shocked the nation in 1961 by forgoing a hat at his inauguration, Bower turned up at the office without one. Bower's consultants consulted with one another: had the decree been lifted? "I'd wait six weeks," one consultant told another. "It may be a trap." It wasn't: The hat requirement had gone by the wayside.
Aus meiner Sicht wäre der Grund:
1. [...] "wasn Clown"
2. [...] "wasn Clown"
3. [...] "wasn Clown"
2. Der typische Berater ist mindestens so selbstverliebt wie das typische Stilforum-Mitglied und kleidet sich evtl gar nicht so toll wie er glaubt. Siehe hierzu die Mehrzahl der Bilder im Forum (WTIH etc), die genauso gut unter dem Titel "Meine Bewerbung als Zirkusdirektor" laufen könnten.
Der typische Berater ist mindestens so selbstverliebt wie das typische Stilforum-Mitglied und kleidet sich evtl gar nicht so toll wie er glaubt. Siehe hierzu die Mehrzahl der Bilder im Forum (WTIH etc), die genauso gut unter dem Titel "Meine Bewerbung als Zirkusdirektor" laufen könnten.
Evtl. liest er seit Jahren mit.
Diese Selbstgefälligkeit gestehe ich mir zu. Der Berater wird von seinem Brötchengeber als Projektarbeiter zu einem Kunden gesendet ("gestafft", ich hasse diese Wortschöpfung). Dort zählen seine Zuverlässigkeit, Gleichförmigkeit und Austauschbarkeit. Er soll beim Kunden nicht als Individuum erkennbar sein, denn dann entdeckt der mündige Kunde womöglich, dass ihm ein 26jähriger Berater mit zwei Jahren Berufserfahrung eigentlich gar nichts Neues beibringen kann. Oder der eine Berater gefällt ihm besser als der andere und er fordert konkret bestimmte Berater an. Oder - schlimmer noch! - der Berater denkt derart frei, dass er das Konzept des ihm vorgesetzten Projektleiters womöglich nicht mitträgt.