Bottlenecking due to top-down structure from LT to MT, causing MT to take a step back because they are waiting for guidance from LT. This causes junior-level staff to either 1) take on way more than they are expected to (and frankly getting paid for) and, 2) major confusion and "heads in the sand" workflows where junior-level staff are not provided concrete guidance or context on asks. When leading projects, I often found myself unclear on the goals and motivations of client projects and was shocked to find EMs also in a similar position. Decks go out for LT review and are often scrapped because MT did not receive correct or sufficient guidance from LT regarding next steps and overall vision. A strange combination of micromanagement while working under major ambiguity. WLB is non-existent and staffing is extremely inconsistent. I was at one point staffed on 7 different projects at the same time. Not only does this cause major stress and resentment, but it also leads to a decrease in innovation and motivation. It is impossible to give 100% across all 7 projects so you end up delivering 20% across each just to meet your deliverables and timelines. Not to mention major burn out. MT/LT often work during their own vacations and OOO causing junior-level staff to feel pressured to do the same. There is a culture of, "As a partner, I worked until 3am last night, so why are you complaining?" or "I moved back my vacation because this project was delayed, why can't you?" LT believes that "Work-Life Integration" model is the key to a successful WLB: This should be a major red flag in any employer who is asking you to integrate your work and personal lives. Consulting is an industry with long hours, however, no separation from work at all also leads to decreased drive and intense burn out which is prevalent amongst junior/MT level staff.
