Ezra Gershanok, a former business analyst at the renowned consulting firm McKinsey & Company, details the conditions that guided his departure.
During his time at the firm, Gershanok confronted high pressure, demanding clients, and continuous expectations for perfection, which, while driving his professional growth, also compelled him to part ways with the firm.
Despite the diverse opportunities, the constant high-stakes and relentless tail-chasing started to eclipse the rewards of his role.
As a result of decreasing client needs and over-staffing issues within McKinsey, Gershanok felt ‘forced’ to depart. This move led him to create a startup focusing on sublets, gaining financing support from industry movers like Airbnb and Zillow executives.
Gershanok confessed his regard for McKinsey’s standards but criticized the overemphasis on appearance and the atmosphere in which popularity played a significant role in project allocation.
His already overbearing workload became even more untenable due to the post-pandemic hiring surge, corporate budget restraints, and increasing automation.
Ezra Gershanok’s ambiguous exit from McKinsey
The resulting uncertainty and stress were key reasons for his disenchantment with the company.
Gershanok criticizes the firm’s approach to handling overstaffing by understating performance rather than implementing layoffs. He believes this tactic is counterproductive and significantly harms employee morale and productivity.
Gershanok’s removal from a project in 2023 with no explanation highlights a need for better communication and transparency within the company.
The long work hours and the lack of work-life balance further fuelled his dissatisfaction and prompted him to push for a holistic change emphasizing employee welfare over productivity.
While Gershanok criticises certain aspects, he also acknowledges the unparalleled experience and expertise gained from the firm and advocates for a more considerate, employee-focused infrastructure.
His account gives us deep insights into the workings of leading consulting firms, urging us to reflect on existing practices and the need to adapt to evolving global employment norms.
A Shift in Work Culture
Gershanok’s experience highlights the growing need for a shift in work culture at top firms. While high expectations can drive success, they should not come at the cost of personal well-being. Workplaces must prioritize balance to retain talented employees. Firms should move away from rewarding appearances and focus on performance, inclusivity, and well-being. This shift can lead to a healthier, more motivated workforce that fosters long-term success.
