When hiring, top firms like McKinsey value a candidate's ability to articulate a deliberate, logical problem-solving process as much as their past successes. Having a structured method shows you can reliably tackle novel challenges, whereas simply pointing to past wins might suggest luck or context-specific success.

Employees who strictly adhere to their job description are likely to remain in the same role for years. Going above and beyond, such as cleaning a boss's station to simply be in their orbit, builds a reputation and relationships that lead to unexpected opportunities.

Everyone has a personal brand, whether intentional or not. The key is to close the gap between how you see yourself and how others perceive you. Proactively define what you want to be known for, then consistently communicate and demonstrate that brand to prevent misunderstandings and career stagnation.

Significant career advancements often stem from changes in self-perception and belief. Adopting a mindset where you believe you belong at the next level and can own your value changes how you act and how others perceive you, creating opportunities that skills alone cannot.

A linear career path is not required for success. Businesses ultimately value high performers who demonstrate an ownership mentality and consistently drive impact. Focusing on helping the business win creates opportunities to move across roles and industries, making your journey more valuable.

Technical executives often fail in interviews with PE firms because they can't articulate the business value of their work. Candidates must prepare to speak like they're in a board meeting, clearly connecting their initiatives to measurable outcomes like cost savings, revenue lift, or efficiency gains.

For early-career professionals, success isn't just about task mastery. It's about understanding how your specific role contributes to the firm's broader commercial engine. This holistic view allows you to spot opportunities and develop a unique, value-added perspective on solving client problems.

Instead of asking managers for a checklist to get promoted, focus on delivering significant impact. This approach is more effective and viewed more favorably by leadership. Genuine impact is what gets recognized and rewarded, while simply 'checking boxes' can backfire.

True long-term impact comes from mentoring and developing people, not just hitting business targets. Helping others succeed in their careers creates a ripple effect that benefits individuals and companies, providing a deeper sense of fulfillment than any single project or promotion.