Consulting behavioral interviews, also known as consulting fit interviews, ask you to draw upon an experience in the past in which you demonstrated a particular skill or quality. They are used to dive deeper beyond your resume and better understand your skills and qualities.

 

Based on your answer, consulting firms will determine whether you would be a great fit for the role and firm.

 

Every consulting firm asks behavioral and fit interview questions, so it is important that you spend sufficient time preparing for them. You will not be able to land a consulting job offer unless you can demonstrate that you would be a great fit for the firm.

 

If you are stressed out about consulting behavioral and fit interviews or are struggling to come up with impressive and compelling answers, we have you covered.

 

In this comprehensive article, we’ll cover what these questions are, what interviewers are looking for, the best strategy and structure to answer these questions, and examples of perfect answers that you can replicate.

 

If you want to learn how to answer 98% of consulting behavioral and fit interview questions in just a few hours, enroll in our consulting behavioral & fit interview course.

 

What is a Consulting Behavioral or Fit Interview?

 

A consulting behavioral interview, also known as a fit interview, focuses on assessing a candidate’s behavior in specific past experiences to give insight into the candidate’s skills, qualities, and future potential.

 

Examples of consulting behavioral and fit interview questions include:

 

• Tell me about a time when you used data to solve a problem

 

• Give an example of a time when you disagreed with your manager

 

• What accomplishment are you most proud of?

 

• Describe a situation in which you handled conflict while working on a team

 

• What is a piece of feedback you have received from a former supervisor or colleague?

 

Interviewers may ask follow-up questions to dig deeper into the candidate's responses. This helps them gain a clearer understanding of the candidate's thought process, decision-making, and problem-solving abilities.

 

For consulting interviews, behavioral and fit questions are tailored to assess how the candidate's past experiences align with the skills and competencies required for a consulting role.

 

This may include dealing with clients, handling complex problems, managing projects, and working effectively in a team.

 

When are Consulting Behavioral and Fit Questions Asked?

 

Consulting behavioral and fit interview questions can be asked in any round of consulting interviews. They are asked in some first round interviews and are asked in all final round interviews.

 

For consulting first round interviews, consulting behavioral and fit questions are typically asked at the start of the interview. 1-2 questions may be asked to kick off the interview before transitioning to the case interview.

 

This can also happen in consulting final round interviews. However, for some final round interviews, an entire interview may be dedicated to behavioral and fit questions. There may not even be a case interview in one of your final round interviews. Expect anywhere from 3-6 behavioral and fit questions.

 

In a consulting behavioral or fit interview, the format typically follows a structured pattern: the interviewer asks a behavioral question to start the interview, the candidate answers the question, the interviewer asks follow-up questions, and then the interviewer moves onto the next behavioral question or onto the case interview.

 

1. Interviewer asks a behavioral or fit question at the start of the interview

 

The consulting interview usually begins with the interviewer asking a behavioral or fit interview question. These questions focus on past experiences, challenges faced, and how the candidate handled specific situations. For instance, the interviewer might ask about a time when the candidate demonstrated leadership skills or managed a difficult team dynamic.

 

2. Candidate answers the question

 

Upon receiving the question, the candidate provides a structured response, most commonly using the STAR (Situation, Task, Action, Result) method to outline their experience comprehensively. They describe the situation or challenge they encountered, their specific role and responsibilities, the actions they took to address the issue, and the results or outcomes of their actions. 

It's crucial for candidates to articulate their responses clearly, demonstrating self-awareness, critical thinking, and effective communication skills.

 

3. Interviewer asks follow-up questions

 

Following the candidate's response, the interviewer may ask follow-up questions to dive deeper into the candidate's experiences and decision-making process. 

These follow-up questions help the interviewer gain a more nuanced, specific, and concrete understanding of the candidate's competencies, problem-solving approach, and behavioral tendencies. 

For example, the interviewer might inquire about the candidate's thought process behind a particular decision or how they handled unexpected obstacles during the situation described.

 

4. Interviewer moves onto the next behavioral or fit interview question

 

Once the interviewer has sufficiently explored the topic and gained the necessary insights, they may move on to the next behavioral or fit interview question. The previous steps will repeat.

 

5. Interviewer moves onto the case interview

 

Once all of the consulting behavioral and fit interview questions have been asked, the interviewer will transition to the case interview portion of the interview. The decision to move on depends on the interviewer's assessment of the candidate's responses and the allotted time for the interview. 

Throughout the process, candidates should remain engaged, attentive, and adaptable, ready to pivot between discussing past experiences and tackling case interviews as required by the interviewer.

 

The importance of behavioral and fit interviews is significantly magnified in final round interviews. 

Since this is the last step before extending offers to candidates, interviewers want to be sure that candidates are a great fit for consulting and the firm. Out of all candidates that pass the case interviews, interviewers will select the candidates that they like the most and can envision working on their team.

 

Even if a candidate nails every single case interview, they still may not get an offer if they don't demonstrate that they would be a great fit with the firm and thrive in the consulting role.

 

Why Do Consulting Firms Ask Behavioral and Fit Interview Questions?

 

Consulting firms conduct behavioral or fit interviews to assess past performance, evaluate relevant skills, assess cultural fit, evaluate client-facing skills, predict future performance, and to reduce bias in the hiring process.

 

1. Assessing Past Performance: Behavioral interviews are based on the premise that past behavior is a good predictor of future behavior. By asking candidates to provide specific examples of how they've handled various situations in the past, consulting firms aim to gain insight into how candidates are likely to perform in similar situations in a consulting role.

 

2. Evaluating Relevant Skills: Consulting roles require a specific set of skills and competencies, such as problem-solving, client management, teamwork, leadership, and analytical thinking. Behavioral interviews are designed to assess these skills in a concrete and practical context.

 

3. Assessing Cultural Fit: Consulting firms often have distinct cultures and work environments. By delving into a candidate's past experiences, firms can gauge whether the candidate's working style, values, and approach align with the consulting firm's culture and values.

 

4. Evaluating Client-Facing Skills: Consultants interact closely with clients, which requires strong interpersonal and communication skills. Behavioral interviews help firms evaluate a candidate's ability to handle client relationships, manage expectations, and communicate effectively.

 

5. Predicting Future Performance: By understanding how candidates have handled situations in their previous roles, consulting firms can make more informed predictions about how they might perform in the specific challenges and responsibilities of the consulting role they're applying for.

 

6. Reducing Bias: Behavioral interviews provide a structured framework for evaluating candidates, which can help reduce unconscious bias in the hiring process. By focusing on concrete examples and outcomes, interviewers can make more objective assessments.

 

Consulting behavioral interview questions play a crucial role in consulting interviews, serving as the gateway to assessing a candidate's fit for the role and company culture. While case interviews test problem-solving skills and analytical capabilities, behavioral questions delve into past experiences, attitudes, and interpersonal skills.

 

While most candidates spend hundreds of hours preparing for case interviews, they often spend less than an hour preparing for consulting behavioral and fit interviews. This is a huge mistake because behavioral and fit interview questions are asked in every consulting final round interview and in some first round interviews.

 

Spending even a few hours preparing for consulting behavioral and fit interview questions can give you a significant advantage over the competition.

 

There are several reasons why consulting behavioral and fit interviews matter.

 

Firstly, consulting behavioral questions provide insight into a candidate's soft skills and personality traits. 

Consulting firms value qualities like leadership, teamwork, communication, adaptability, and resilience. By asking about specific situations or challenges candidates have faced in the past, interviewers can gauge how well they demonstrate these essential attributes in real-world scenarios.

 

Next, consulting fit questions help assess a candidate's alignment with the consulting firm's values and culture. Consulting firms often have distinct cultures and working environments, characterized by traits like collaboration, client focus, innovation, and a drive for excellence. 

By diving into candidates' past behaviors and decision-making processes, interviewers can determine whether they embody these values and are likely to thrive within the organization.

 

Additionally, behavioral questions provide evidence of a candidate's ability to handle common consulting scenarios. Consultants frequently encounter challenging situations such as managing conflicting priorities, navigating ambiguous client requirements, or leading cross-functional teams. 

By recounting past experiences and demonstrating how they approached similar challenges, candidates can showcase their readiness for the demands of consulting.

 

Furthermore, behavioral questions contribute to a holistic assessment of a candidate's fit for the consulting role. While technical skills and problem-solving abilities are essential, consulting firms also prioritize candidates who possess strong interpersonal skills, emotional intelligence, and a client-centric mindset. 

Behavioral questions help interviewers evaluate these critical aspects of a candidate's profile, ensuring a comprehensive evaluation beyond just technical competencies.

 

In summary, consulting behavioral interview questions matter. You will not be able to land consulting job offers unless you can adequately answer consulting behavioral and fit interview questions. Take them seriously.

 

Our comprehensive consulting behavioral and fit interview course helps you quickly draft answers to 98% of interview questions so that you can walk into your consulting interviews with confidence.

 

Common Consulting Behavioral and Fit Interview Questions

 

Besides case interviews, there are ten consulting behavioral and fit interview questions you are very likely to get asked:

 

1. Consulting behavioral questions

 

Behavioral questions take the form of:

 

• Tell me about a time when…

 

• Give an example of a time when…

 

• Describe a time when…

 

These questions ask you to provide specific examples from past work experiences that demonstrate certain behavioral traits or skills, such as problem solving, teamwork, leadership, and resilience.

 

Consulting behavioral questions are asked to assess evidence of these skills.

 

2. Tell me about yourself / walk me through your resume

 

There are two reasons interviewers ask the “tell me about yourself” or “walk me through your resume” question.

 

First, interviewers want to get a quick overview of your work experience and achievements. Remember that interviewers are busy people. Often times, interviewers don’t have time to look at your resume beforehand.

 

Second, interviewers want to understand why you are suited for the role and company. By hearing about your work experiences, they can get a sense for whether your experiences, skills, and qualities would translate to success in consulting and working at the firm.

 

3. Why consulting?

 

The “why consulting?” interview question is asked to assess how interested and passionate you are about the job.

 

Interviewing candidates takes a lot of time and resources, so consulting firms want to know that you are genuinely interested in consulting and would accept an offer if given one.

 

4. Why this firm?

 

The “why this firm?” interview question is asked to assess whether your interests align with the mission and values of the company.

 

Consulting firms want curious, ambitious, and driven people. They don’t want to hire people that are only interested in consulting because of the pay or prestige.

 

5. What is your greatest strength?

 

There are two reasons interviewers ask “what is your greatest strength?”

 

First, interviewers want to see that you are humble and don’t have an ego. While it is important to present your strength in its best light, you need to do so in a way that is not too aggressive or boastful.

 

Second, interviewers want to see that you have strengths that are relevant to the consulting role. There, you’ll want to pick which strength you share strategically and carefully.

 

6. What is your greatest weakness?

 

There are two reasons interviewers ask “what is your greatest weakness?”

 

One, interviewers again want to see that you are humble and don’t have an ego. Everyone has some weakness, so it is not credible or believable to say that you don’t have one.

 

Two, interviewers want to see that you have a growth mindset. Admitting that you have a weakness is a great way to demonstrate this. Interviewers want to see that you are always looking at what you could be doing better and trying to constantly improve.

 

7. Where do you see yourself in 5-10 years?

 

There are two reasons interviewers ask “where do you see yourself in 5-10 years?”

 

First, interviewers want to see that you are ambitious and driven. Most consulting firms have an up-or-out policy where if you don’t make promotions, you’ll be asked to leave the firm. Ambitious and driven people tend to be the most successful consultants.

 

Secondly, interviewers want to check if you are genuinely interested in what consulting offers.

 

8. Why should we hire you?

 

The “why should we hire you?” question is a direct way for the interviewer to ask you why you are better than other candidates.

 

There are essentially three categories of things that interviewers are looking for.

 

• Experiences: Do you have valuable work experiences?

 

• Skills: Do you have relevant hard skills and soft skills?

 

• Traits and qualities: Do your traits and qualities match the culture of the firm?

 

9. What do you do outside of school or work?

 

The “what do you do outside of school or work?” interview question is asked to assess if you have any passions or interests.

 

If you have strong passions or interests outside of school or work, it suggests that you may also have passion in the work that you do.

 

Therefore, while this question does not directly assess your potential to be a great consultant, it does assess your potential for being passionate, invested, and interested in something, including consulting work.

 

10. Do you have any questions for me?

 

A question that every interviewer asks is “do you have any questions for me?”

 

Asking questions at the end of the consulting interview is the only opportunity to connect with the interviewer on a more personal level.

 

It is the only time when you can ask almost any question that you want. It is also another opportunity to show how interested you are in consulting and in the firm you are interviewing for.

 

Asking the right questions can leave the interviewer with a positive and memorable impression of you. Asking the wrong questions can leave the interviewer with a negative impression.

 

How to Answer Consulting Behavioral Questions

 

 

Strategy for Consulting Behavioral Questions

 

There are hundreds or thousands of different behavioral questions you could get asked. Preparing specific answers for each potential behavioral question is not practical or feasible. Instead, use the following approach, which is much more efficient and effective.

 

Prepare 6 – 8 different stories drawn upon your past professional and personal experiences. Select experiences that are the most impressive, impactful, or unique.

 

Additionally, ensure that your stories are collectively diverse. For example, you don’t want to have eight stories all about leadership. Instead, have at least one story for each of the following themes:

 

You may have some stories that can fit under several themes.

 

When asked a behavioral question, mentally run through your list of prepared stories and select the story that is the most relevant.

 

You may need to adapt, reframe, or tailor your story to ensure that it emphasizes and focuses on the theme that the specific behavioral or fit question is asking for.

 

When you get asked another behavioral or fit question, mentally run through your prepared list of stories and select the story that is the most relevant that you have not shared yet.

 

This strategy for behavioral and fit questions has three main advantages:

 

• You only need to prepare 6 – 8 stories instead of hundreds of stories for the hundreds or thousands of potential behavioral questions

 

• Your mind will not go blank during an interview because you will always have a prepared list of stories to share

 

• You will only be sharing the most impressive, impactful, or unique experiences that best highlight your traits and accomplishments

 

Picking the Right Stories for Consulting Behavioral Questions

 

Now that you know how to answer consulting behavioral and fit interview questions, make sure you spend sufficient time preparing. It should take anywhere from 2 - 6 hours to prepare for consulting behavioral and fit interviews.

 

There are six steps to preparing for consulting behavioral and fit interview questions.

 

1. Identify your best stories

 

Start by reflecting on past experiences, accomplishments, and challenges. Choose stories that showcase key competencies such as leadership, teamwork, problem solving, resilience, integrity, decision making, communication, and interpersonal skills.

 

2. Narrow down your list to 6-8 stories

 

After brainstorming, select the most impactful and diverse stories. Ensure each one highlights different skills and experiences, showcasing a well-rounded representation of your abilities. Focus on stories with clear outcomes and lessons learned, making them effective examples for interviewers. Also prioritize stories relevant to consulting, such as client interactions and project management.

 

3. Flesh out the details of each story

 

Next, make sure that you are able to recall the specific details of each story. You should know the context and be able to describe the situation or challenge faced. You should be able to explain your role and actions taken to address the issue, emphasizing any obstacles overcome. You should also be able to highlight the results or outcomes achieved, including any quantifiable achievements or impacts.

 

4. Structure the story

 

Utilize the SPAR (Summary, Problem, Action, Result) method to organize your stories. Begin by summarizing your story in a single sentence. Next, provide a concise explanation of the problem or objective. Afterwards, describe the specific actions that you took. Finally, discuss the results or outcomes of your actions, emphasizing any positive impacts or lessons learned.

 

5. Practice telling the story

 

Rehearse each story multiple times to ensure fluency and familiarity. Focus on speaking clearly and confidently, maintaining good eye contact and body language. Time yourself to keep responses concise and within the recommended interview timeframe. Consider recording yourself or practicing with others to receive feedback and make necessary adjustments.

 

6. Ask for feedback

 

Seek feedback from peers, mentors, or career advisors on your storytelling ability and the content of your answer. Request specific feedback on areas for improvement, such as clarity, relevance, and engagement. Use feedback to refine your stories and tailor them to better. Continuously iterate and improve your storytelling skills based on feedback received.

Structuring Your Answer to Consulting Behavioral Questions

 

Structuring your answers to behavioral and fit interview questions is crucial because it keeps your stories concise and helps you focus on the key messages that you want to deliver.

 

90% of candidates use the STAR method to structure their answers for behavioral and fit interview questions. This stands for Situation, Task, Action, and Result.

 

While this structure definitely works, we recommend a different structure that is more clear, more concise, and will help make your answer stand out from the 90% of other candidates using the STAR method.

 

The method we’ve developed is called the SPAR method, which stands for Summary, Problem, Action, and Result.

 

When telling a story, go through each of these points.

Summary

 

Provide a one-sentence summary of the story that you are about to tell the interviewer. This helps make the rest of your story and answer easier to follow because the interviewer already knows the “what.” They then can pay more attention to the “how” when you give your answer.

 

Example: I’m going to share with you a story where I helped save Airbnb $10M per year by analyzing customer data and collaborating with cross-functional teams.

 

Problem

 

Describe the problem you encountered or were asked to solve. Try to keep this section concise to spend more time on the Action and Results section.

 

You may want to answer the following questions:

 

• What were you asked to do?

 

• What was the goal or objective?

 

• Why was this task important?

 

Example: While working at Airbnb in their strategic planning & analysis group, I had to determine whether the incremental $10M that Airbnb spent on initiatives to improve customer satisfaction had a positive return on investment. This was important because Airbnb was focused on cutting unnecessary costs to achieve better profitability.

 

Action

 

Explain what steps you took to handle the task or to meet the goal or objective. Make sure that the actions center around what you specifically did. Do not focus too much on speaking to what your team did because it takes away from your accomplishments.

 

You may want to answer the following questions:

 

• What steps did you take?

 

• How did you take these steps?

 

• Why did you take these actions?

 

Example: I used SQL and excel to analyze over 700K customer data points to create a model forecasting how much happy customers spend per year versus unhappy customers.

 

I collaborated with data science, customer experience, and finance teams and persuaded them to give me their support and buy-in. I also performed competitor and industry benchmarking to validate the results further.

 

Result

 

Describe the outcome that your actions had, quantifying the impact and effect you had on the organization. Additionally, you can describe your key takeaways from this experience and how it impacted or influenced you as a person.

 

You may want to answer the following questions:

 

• Did you meet the goals or objectives?

 

• What was the outcome and impact of your actions?

 

• What did you learn from this experience?

 

• How did this experience help you grow and develop?

 

Example: In the end, I determined that the customer satisfaction initiatives had a negative 20% return on investment. I presented the findings to the CFO and to my 30-person strategic planning & analysis group, who all supported my recommendation. My work would save Airbnb $10M per year moving forward.

 

Throughout this process, I learned how to work with multiple cross-functional teams and how to persuade stakeholders to get their buy-in. This experience also further reinforced my perspective on using data to make intelligent business decisions.

 

For a more detailed strategy on exactly how to structure your behavioral answers to impress your interviewer, check out our comprehensive consulting behavioral and fit interview course.

 

The Most Common Consulting Behavioral Questions

 

Below is a list of different consulting behavioral questions. This is not meant to be a comprehensive list of all behavioral questions, but the list will provide you with a clear idea of the different categories of behavioral questions.

 

Leadership questions

 

• Give me an example of a time when you had to lead a team

 

• Tell me about a time when you took on a leadership role

 

• Describe a situation in which you had to motivate someone

 

• Tell me about a time when you showed initiative

 

• Give me an example of a time when you went above and beyond the call of duty

 

• Tell me about a time when you had to be adaptable

 

Teamwork questions

 

• Describe a time when you had to make an individual sacrifice for the good of the team

 

• Tell me about a time when you worked on a highly effective team. What made the team so successful?

 

• Give an example of a time when you were part of a team that did not work well together. What were the reasons for this?

 

• What is the typical role that you take on a team?

 

• Can you tell me about your most recent experience working with a team?

 

• Give me an example of a time when a team member wasn’t doing their work. What did you do?

 

Problem solving questions

 

• Tell me about a time when you used data to solve a problem

 

• Describe a difficult or complicated problem that you faced. How did you approach the problem?

 

• Tell me about a time when you had to make a decision but did not have all of the information you needed

 

• Describe a time when you had too many things to do. How did you handle this?

 

• Give an example of a problem you solved in a unique way

 

Resilience questions

 

• Describe a situation in which you handled conflict while working on a team

 

• Give an example of a time when you tried to accomplish something but failed

 

• Describe a situation in which you made a mistake. What did you do about it?

 

• Tell me about a time you failed to meet a deadline. What caused you to fail? What did you learn?

 

• Give an example of a time when you had too many things to do. How did you handle this?

 

• Talk about a setback you had at work. What did you do?

 

Integrity questions

 

• Talk about a time when it was challenging to be honest

 

• Tell me about a time when you found out a colleague was doing something wrong. What did you do?

 

• Can you give me a situation in which you thought it was better to be dishonest?

 

• Describe a time when you followed a rule that you didn’t agree with

 

• Can you describe a time when a colleague questioned your honesty? What did you do?

 

Decision making questions

 

• Walk me through the steps you took to make an important decision you made at work

 

• Tell me about a time when you had to make an immediate decision without having all the information you need

 

• Give me an example of a time when you made a decision that wasn’t popular

 

• Describe a decision that you regretted making. Why did you regret it?

 

• Give me a time when you had to make a difficult decision

 

Communication questions

 

• Describe a time when you had to give a presentation without any preparation

 

• Talk about a time when your communication failed. What was the problem? How did you handle it?

 

• How did you communicate with your previous bosses?

 

• Give me an example of a time when you gave a speech or presentation for your job

 

• Tell me about a time when you communicated with an unresponsive person

 

Interpersonal skills questions

 

• Give a time when you disagreed with your manager

 

• Describe a time you disagreed with a teammate

 

• Tell me about a time when you had to persuade someone on a particular course of action

 

• Give an example of a time when you mentored someone

 

• How have you maintained relationships with your former managers and coworkers?

 

• Was there ever a time you didn’t get along with a colleague? What did you do?

 

Examples of Answers to Consulting Behavioral Questions

 

Example #1: Describe a time when you went above and beyond the call of duty.

 

I’m going to share how I helped Apple increase their revenues by $100M by taking on a project outside of my job responsibility.

 

While working at Apple in their AppleCare business, I was responsible for analyzing data to identify opportunities to improve customer satisfaction.

 

While looking through survey responses, I realized there was an opportunity to use the tremendous amount of data that Apple had to predict which customers were likely to cancel their AppleCare subscriptions. 

 

Apple could focus on retaining these customers by sending them discount codes for renewal. I raised this point to my director and proposed taking on this project.

 

Outside of my regular job responsibilities, I pulled over five years of purchasing data for over 10 million customers to create a logistic regression model. I verified my model with data scientists and got the buy-in of members of the AppleCare strategy team.

 

In the end, I determined that Apple could increase revenues by $100M by targeting the top 10% of customers that were most likely to cancel and sending them discount codes.

 

I presented my results to the head of AppleCare, who approved testing this promotional campaign to a few cities. My director was appreciative of me going above and beyond what was required in my role.

 

Example #2: Describe a time when you had to motivate someone.

 

I’m going to share with you a story from Amazon where I had to motivate an underperformer.

 

While working on a customer service improvement project for Amazon, I led a four-person analytics team. The goal was to analyze recent customer survey data to identify ways to improve customer service.

 

I distributed work according to each person’s interests and expertise. After a few weeks, I observed that three members worked productively and effectively while one member, John, was consistently delivering work that was both low-quality and late.

 

Realizing that this was a potential motivation issue, I sat down with John to understand what the root cause was. The problem was that the analytics team had recently shifted to using an analytics software called Tableau.

 

John found Tableau difficult to set up and use, so he was unmotivated to switch from Excel, which he was an expert at. As a result, Excel could not handle the millions of rows of data, causing poor work quality and delays.

 

To motivate John, I set up three one-on-one Tableau training sessions with him to walk him through the setup of Tableau. I demonstrated how it could save him time because it performed computationally intensive calculations much quicker than Excel.

 

Afterward, John began to enjoy using Tableau. He became excited to learn about what other features of Tableau could save him time in his other projects. His performance significantly improved and he began consistently delivering high-quality work on time.

 

Consulting Behavioral Interview Tips

 

Make sure to follow the consulting behavioral and fit interview tips below to best highlight your qualities and skills to the interviewer. This is your opportunity to make a positive and lasting impression on your consulting interviewers.

 

1. Understand the SPAR Method: Familiarize yourself with the SPAR method (Summary, Problem, Action, Result) to structure your responses effectively. This helps you provide a clear and comprehensive account of your experiences.

 

2. Prepare Relevant Examples: Identify specific examples from your past experiences that demonstrate the skills and competencies consulting firms value. Tailor these examples to align with the consulting industry's demands.

 

3. Quantify Results: Whenever possible, quantify the impact of your actions. Use metrics or data to highlight the results you achieved in your previous roles.

 

4. Practice Active Listening: Pay close attention to the interviewer's questions. This ensures you understand what they're asking and allows you to respond appropriately.

 

5. Be Specific and Concise: Provide detailed responses without going off on tangents. Focus on the key points that demonstrate your abilities.

 

6. Research the Firm: Understand the consulting firm's culture, values, and areas of expertise. Familiarize yourself with recent projects or initiatives they've been involved in.

 

7. Align with the Firm's Values: During the interview, demonstrate how your own values align with those of the consulting firm. Show that you're a good cultural fit.

 

8. Show Enthusiasm and Passion: Communicate your genuine interest in consulting and the specific firm you're interviewing with. This demonstrates your motivation and commitment.

 

Remember to practice these tips in mock interviews or with a trusted mentor. This can help you feel more confident and prepared for your consulting behavioral and fit interviews.

 

There are many more consulting fit interview questions besides behavioral questions. For a step-by-step guide on how to best answer all of these questions and more, check out our consulting behavioral & fit interview course.

 

Common Consulting Behavioral Interview Mistakes

 

Below are the eight most common consulting behavioral and fit interview mistakes. Common mistakes include: lack of preparation, generic responses, exaggerating or misrepresenting experiences, lack of structure, poor communication, being overly rehearsed, being overly assertive, and lack of enthusiasm.

 

1. Lack of Preparation

 

Failing to thoroughly research the consulting firm, its culture, values, and recent projects can be a critical mistake. Candidates should be well-informed about the company they're interviewing with to demonstrate genuine interest and alignment.

 

2. Generic Responses

 

Providing vague or generic responses to behavioral questions without offering specific examples or details can hinder a candidate's ability to showcase relevant skills and experiences. It's crucial to illustrate answers with concrete examples from past experiences.

 

3. Exaggerating or Misrepresenting Experiences

 

While it's essential to highlight achievements, exaggerating or misrepresenting experiences can backfire during the interview process. Interviewers may probe deeper into candidate responses. Any inconsistencies or inaccuracies can erode trust and credibility.

 

4. Lack of Structure

 

Some candidates do not share their stories and experiences in a clear, structured way. This makes it more difficult for the interviewer to follow the story and truly understand the candidate's accomplishments and achievements. A lack of structure can make an answer sound incoherent, redundant, and boring.

 

5. Poor Communication

 

Communication is key in consulting, and candidates who struggle to articulate their thoughts clearly or concisely may create doubts about their ability to communicate effectively with clients and team members. Practicing effective communication techniques is essential.

 

6. Being Overly Rehearsed

 

While preparation is crucial, being overly rehearsed can come across as insincere or robotic. Candidates should aim for a balance between preparation and spontaneity, allowing for natural conversation flow and genuine interaction.

 

7. Being Overly Assertive or Dominant

 

Confidence is essential, but candidates who come across as overly assertive or dominant may risk alienating interviewers or appear difficult to work with. It's important to strike a balance between confidence and humility, demonstrating assertiveness without overshadowing others.

 

8. Lack of Enthusiasm or Passion

 

Consulting is a demanding field that requires dedication and enthusiasm. Candidates who fail to convey genuine enthusiasm for the industry, the firm, or the role may come across as disinterested or unmotivated, which can greatly decrease their chances of success.

 

Prevent yourself from making these critical mistakes in your consulting interviews by following our step-by-step consulting behavioral and fit interview course. We'll help you write your answers sentence-by-sentence to craft outstanding, memorable answers.

 

Differences between Consulting Behavioral Questions and the McKinsey PEI

 

A McKinsey Personal Experience Interview, or PEI for short, is a component of McKinsey’s interview process that is used to evaluate a candidate’s personal experiences, skills, and attributes.

 

During the McKinsey PEI, the interviewer will ask you to provide specific examples from your past experiences that demonstrate certain skills or qualities. These could include leadership, teamwork, problem-solving, communication, and other relevant attributes. The purpose of the PEI is to assess your ability to handle real-world situations and to gauge how you might perform as a consultant.

 

The McKinsey PEI shares some similarities with consulting behavioral and fit interview questions. These questions both ask you to draw upon a time or experience in the past in which you demonstrated a particular skill or trait.

 

The main difference is that the McKinsey PEI dives much deeper into your answer. 

 

For the McKinsey PEI, you’ll need to provide precise and specific details of who was involved, what happened, where it took place, when it happened, why things happened, and how things happened. You’ll also give deep reflections on what defines you as a person. Behavioral questions have much less depth of answer.

 

The McKinsey PEI typically takes 10-15 minutes while a typical behavioral question takes just 3-5 minutes.

 

Additionally, another difference is that the McKinsey PEI assesses personal impact, entrepreneurial drive, problem solving, and leadership. These are the four qualities that McKinsey says they specifically look for on their interviewing website. Behavioral questions, on the other hand, assess a wider variety of qualities. 

 

Lastly, for the McKinsey PEI, the interviewer may ask probing follow-up questions on your motivations, thought process, and emotional reactions. For behavioral interviews, the interviewer may only ask one or two follow-up questions asking for clarification or more basic information.

 

How to Answer Consulting Fit Interview Questions

 

How to Answer “Tell Me About Yourself” or “Walk Me Through Your Resume”

 

You can use the following structure to answer the “tell me about yourself” question:

 

• Strong opening

 

• Brief highlights

 

• Your fit with the role

 

You first want to open strong. Start with a strong opening statement that summarizes your areas of expertise and number of years of work experience. If you don’t have many years of work experience, you can leave out the specific number of years.

 

Next, you want to provide brief highlights. Highlight your most relevant and impressive experiences and accomplishments, starting with your most recent job and then going backwards in time. If you don’t have much work experience, you can provide highlights of extracurricular activities or personal accomplishments.

 

Lastly, you want to emphasize your fit with the role. Connect your experiences to why you’re interested in the role and why you would be a good fit.

 

This structure works great because you provide an upfront summary to make the rest of your answer easier to understand. Then you provide concise, punchy highlights. Lastly, you proactively answer the question of why you would be a great fit for the role.

 

How to Answer “Why consulting?”

 

Use the following structure when answering “why consulting?”

 

• State that consulting is your top career choice

 

• Provide three supporting reasons

 

• Re-state that consulting is your top choice

 

Why use this structure?

 

Well, you want to directly state that consulting is your top career choice to make it extremely clear to the interviewer.

 

To back this up, you need genuine, compelling reasons for why you are interested in consulting. Having three reasons adequately provides this evidence without overdoing it.

 

Finally, you want to reiterate that consulting is your top choice to tie up and summarize your answer. This will be the last thing that your interviewer remembers for this question, so it is helpful to mention it again.

 

How to Answer “Why this firm?”

 

Use a similar structure to the “why consulting” question to answer the “why this firm” question.

 

• State that the firm is a top choice for you

 

• Provide three supporting reasons

 

• Re-state your enthusiasm for the firm.

 

Why use this structure?

 

Again, this is a simple, but effective structure to make your answer easy and clear to understand. You want to directly state that the firm is one of your top choices and then provide evidence to make that statement sound genuine and credible. Lastly, ending by restating your enthusiasm for the firm will leave the interviewer with a great last impression of your answer.

 

How to Answer “What is your greatest strength?”

 

You can use the following structure to answer “what is your greatest strength?”

 

• Provide a one-sentence, high-level summary of your greatest strength

 

• Illustrate your strength with an example

 

• Explain how this strength will help you as a consultant

 

For this question, we want to prioritize something simple and easy for the interviewer to follow. This structure will help you demonstrate that you are a great fit for the role.

 

How to Answer “What is your greatest weakness?”

 

The “what is your greatest weakness” requires a slightly longer answer compared to the “what is your greatest strength” question.

 

You can use the following structure to answer the “what is your greatest weakness” question.

 

• Provide a one-sentence, high-level summary of your greatest weakness

 

• Illustrate your weakness with an example

 

• Explain the specific steps you have taken to improve upon this weakness

 

• Reflect on your progress and what you have learned and what you have left to work on

 

This demonstrates a high level of self-awareness and reflection, which are helpful qualities to have in consulting.

 

How to Answer “Where do you see yourself in 5-10 years?”

 

It is important to note that most candidates are interested in consulting for the short-term, which is completely acceptable.

 

After a few years in consulting, many consultants go to graduate school, particularly business school to get an MBA, they move to a corporate strategy or business operations role, they might transition to private equity or venture capital, they might go work for a non-profit, or they might work at a startup or found their own company.

 

Only about 10% of consultants will actually stay in consulting and make it all the way to becoming a consulting partner or managing director.

 

Because of this, you do not need to convince the interviewer that you’ll still be a consultant in 5-10 years.

 

Use the following structure to answer “where do you see yourself in 5-10 years?”

 

• Provide a one-sentence summary of the role or position you aspire towards

 

• Describe the impact you would make in that role or position

 

• Explain how the skills and insights you would gain from consulting will help you in your future career trajectory

 

How to Answer “Why should we hire you?”

 

You can use the following structure to answer the “why should we hire you?” interview question.

 

• Lay out a structure for your answer by stating that there are three reasons why they should hire you

 

• Provide these three supporting reasons, enumerating each clearly so that they are easy to follow

 

• For each reason, briefly mention an example to provide evidence to make your answer more credible and believable

 

• Provide a brief summary restating your three supporting reasons

 

Using this structure will make your answer clear and very easy to follow.

 

The last sentence of this structure will also leave your interviewer with a great last impression to round out your answer.

 

How to Answer “What do you do outside of school or work?”

 

To answer the “what do you do outside of school or work?” question, follow this simple, but effective structure.

 

• Provide an overview of your answer by listing your top three interests, hobbies, or activities

 

• Provide brief highlights or examples of each

 

The key to answering this question is ensuring that your answer is genuine and credible. Don’t just say things that you think the interviewer wants to hear.

 

For example, if you say that you like reading about business or following executives at top companies, the interviewer may ask you to dive deeper and discuss something that you read about recently.

 

If you were lying about these interests to the interviewer, the interviewer would quickly be able to figure out the truth if you don’t have anything relevant to discuss.

 

How to Answer “Do you have any questions for me?”

 

There are two categories of questions you should ask:

 

• Asking personalized questions focused on the interviewer

 

• Asking intelligent questions focused on consulting or the firm

 

The goal of asking personalized questions focused on the interviewer is to connect and bond with the interviewer. The more the interviewer likes you, the more likely they are to pass you onto the next round or give you a job offer.

 

So how do you get the interviewer to like you?

 

One of the simplest ways to do this is to express genuine interest in the interviewer’s career and life. It is human nature for people to enjoy talking about themselves.

 

If you ask personalized questions to the interviewer to get them to talk about their work and life experiences, they will naturally have a tendency to have a positive impression of you.

 

The key to this strategy is that you need to actively listen when the interviewer is answering your question and be genuinely interested in what they have to say.

 

There may be times when the interviewer does not like talking about themselves or sharing their personal experiences. There may also be times when you feel that you have not communicated strongly enough your interest in consulting and the firm.

 

In either of these situations, it may be better to ask the second category of questions: intelligent questions focused on consulting or the firm.

 

The goal of asking these types of questions is to demonstrate that you are genuinely interested in consulting and the firm.

If you want to learn how to be prepared for 98% of consulting behavioral and fit interview questions in just a few hours, check out our consulting behavioral and fit interview course. We'll help you write your answers sentence-by-sentence to craft outstanding, memorable answers.

 

Land Your Dream Consulting Job

 

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