- The PEI goes deep on one real experience. What counts is your reasoning and your decisions, not a summary of the project.
- McKinsey asks you to prepare two examples for each of four areas. Choose the stories first, then decide how to tell them.
- Keep the context short and spend most of your time on what you did and why you did it. McKinsey's own advice is to lead with your reasoning.
- The follow-up questions are the heart of the PEI. Choose a story you remember well and can discuss honestly, including your decisions and their consequences.
- Practise out loud with someone who interrupts you. Reading a script, or reciting one, is the most common way to sound rehearsed.
The McKinsey PEI is the part of the interview candidates most often underestimate. It sounds familiar, because everyone has answered "tell me about a time when..." before. Then the interviewer asks a fourth question about the same five minutes of your life, and a story that sounded good on paper starts to wobble. This guide starts from the basics and builds up to a complete annotated example, so you can prepare your stories without any other reading.
CasePreparation is independent and not affiliated with McKinsey & Company. The advice combines McKinsey's published guidance, what candidates consistently report and recurring patterns from coaching sessions; it does not describe McKinsey's internal scoring.
What the PEI is and where it sits
The Personal Experience Interview, or PEI, is McKinsey's version of the fit or behavioural interview. McKinsey's careers page lists it alongside the Problem-Solving Interview (the case) as part of the interviews for most client-facing roles. Candidates commonly report that each interview opens with a PEI of about 10 to 20 minutes, followed by a case, and that each interview focuses on one area. The whole process, from the online assessment to the final round, is explained in the McKinsey interview guide.
What McKinsey asks for
McKinsey's interviewing page gives short, precise guidance:
- Prepare two personal examples that show impact in each of four areas.
- Choose experiences that genuinely mattered to you, and describe your specific role in detail.
- Share the challenges you faced and the specific actions you took.
- Lead with reasoning, not actions.
- Be ready for a conversation, not a rehearsed story.
"Lead with reasoning" is the most useful line on the page. It means the interviewer wants to understand why you did what you did: what you saw, which options you considered, why you chose one. A list of actions without the reasons behind them tells them what happened, but not how you think.
How the PEI differs from a generic fit question
Many candidates prepare the PEI as if it were the usual fit interview. The two overlap, but the differences change how you prepare.
| Aspect | Generic fit question | McKinsey PEI |
|---|---|---|
| Scope | Several short questions | One experience, explored in depth |
| Your first answer | Often the whole answer | Only the starting point |
| Most of the time | Your answers | The interviewer's follow-up questions |
| What is tested | Motivation, profile, clarity | Your decisions, reasons and personal role |
You may still get the classic fit questions, such as "walk me through your CV" or "why McKinsey?", usually briefly. Prepare them too, but do not confuse them with the PEI, where a polished two-minute answer is only the opening. Fit questions at all three firms are covered in the case interview preparation guide.
The four areas McKinsey asks about
McKinsey's interviewing page names the four areas Connection, Drive, Leadership and Growth (read on 2 November 2026). For each, it gives a one-line description and one sample question. In short:
- Connection: delivering the right answer for clients takes respectful debate built on trust. The sample question asks about a difficult situation with someone who held an opposing view.
- Drive: overcoming obstacles and reaching demanding goals takes resilience, creativity and judgement. The sample question asks about working hard to reach excellence in tough circumstances.
- Leadership: drawing on diverse thinking takes leadership grounded in understanding, empowering and motivating people. The sample question asks about working effectively with people from different backgrounds despite challenges.
- Growth: growing as a professional takes constant learning and openness to feedback and change. The sample question asks about having to learn something new quickly to handle a challenging situation.
Older guides still use the earlier labels: inclusive leadership, entrepreneurial drive, personal impact and courageous change. The mapping below is our reading, not McKinsey's. Your interviewer may use either label, or none, so focus on what each area asks you to show.
| Area (McKinsey's name) | Closest earlier label in guides | What a strong story shows |
|---|---|---|
| Leadership | Inclusive leadership | You brought a group to an outcome, especially when people disagreed or you had no formal authority |
| Drive | Entrepreneurial drive | You set a demanding goal, took initiative beyond your role and kept going through obstacles |
| Connection | Personal impact | You built trust or changed someone's mind by understanding their point of view |
| Growth | Courageous change | You learned from feedback, a failure or an unfamiliar situation, and changed how you work |
The questions themselves are usually short and concrete. McKinsey publishes one sample question per area (summarised above). These further examples are written for this guide, not taken from McKinsey, and show the kind of question to expect:
- Leadership: "Tell me about a time you led a group through a difficult situation."
- Drive: "Tell me about a goal you set yourself that others thought was too ambitious."
- Connection: "Tell me about a time you persuaded someone who disagreed with you."
- Growth: "Tell me about a time you received difficult feedback. What did you do with it?"
How a PEI unfolds
A PEI usually follows the same arc. The interviewer asks one question. You take a few seconds to choose your story, then give your opening account. From there, the interviewer leads with follow-up questions until they have what they need, often for most of the time available.
- The question. It names a situation, not an area: "a time you persuaded someone", "a time you failed".
- A short pause. Asking for a few seconds to think is normal. Use them to choose your story, not to ask the interviewer which story they would prefer; choosing is part of what you are showing.
- Your opening account. Aim for the core of the story in about two to three minutes, so the interviewer can start exploring.
- The follow-up questions. Why this option, what someone said, what you would do differently. Expect several, and expect them to go into detail.
- The close. The interviewer moves on, often to the case. They write notes on what you did, why, and how you handled their questions.
Interviewers usually take notes on evidence: the decisions you describe, the reasons you give and the answers to their follow-up questions. That is why a clear, specific story helps them as much as it helps you. It gives them concrete material to write down.
Choosing your stories
Choose the stories before you think about how to tell them. A well-told weak story is still weak, while a strong story told a little clumsily can be fixed in a few rehearsals. Formats such as STAR (situation, task, action, result) are useful later, as a way to order what you say, but they do not help you find the right experience.
What makes a story strong enough
A story is strong enough for the PEI when it passes these tests:
The tension is the item candidates most often miss. When you lived a situation, its difficulty is obvious to you; to an interviewer who was not there, the same actions can sound routine. Make the stakes explicit in a sentence or two: what would have happened if you had done nothing. Do not exaggerate them, though, because the follow-up questions will test exactly that.
Building your story bank
- List ten to fifteen situations from work, studies, clubs, volunteering or your personal life where you made a difference. Do not filter yet.
- Keep the strongest eight to ten, using the checklist above.
- Assign two stories to each of the four areas, a main one and a backup. A story can show several qualities, but give each its main area.
- Vary the settings, so your stories do not all come from the same project or job.
- Write the backbone of each story in bullet points, not as a script: the situation in two or three sentences, the stakes, two or three actions with their reasons, the result, the lesson.
In one coaching session, a candidate had two possible stories for Growth. In the first, a manager's feedback that they did not share work led to months of deliberately learning to delegate, and to a change their next annual review recognised. In the second, a draft was criticised and they rewrote it to a higher standard in three weeks. Both were real and both had a good result. The first was the better Growth story, because it showed a change in how the person worked; the second read more like a task completed under pressure.
If your experience feels too small
Many students and early-career candidates worry that their stories lack scale. Scale matters less than ownership and reasoning. A student society, a part-time job or a group project can produce an excellent PEI story if you made real decisions and can explain them. What does not work is a large project in which your personal role is unclear.
Structuring the story: short context, long actions
Once you have the story, give it a shape the interviewer can follow. The order below works for every area.
1. Situation and stakes
Two or three sentences: where you were, what your role was and what was at risk. Only the facts needed to understand your decisions.
2. Your goal
One sentence on what you set out to achieve, and why it was difficult.
3. Actions and reasons
Two or three actions, each with the reason you chose it. Include the obstacles and how people reacted. This is most of your answer.
4. Result and lesson
What changed, with a number if there is one, and what you learned or would do differently.
Three habits make the actions easier to follow:
- Number them. "I did three things" tells the interviewer how much is coming, and makes your answer easier to note down.
- Attach the reason to each action. "I sat with each team for a shift, because neither trusted head-office numbers" says more than "I sat with each team".
- Say "I" for what you did. Use "we" only for what the group did together, and be precise about the difference.
Keep details in reserve. If you are unsure whether to include a detail, leave it out and let the interviewer ask for it; a follow-up question on a detail you know well is an easy win.
An annotated example
The story below is fictional and written for this guide. It answers a Leadership question. Read the account first, then the notes on why each part works and the questions an interviewer could ask next.
"Tell me about a time you led a group of people over whom you had no formal authority."
Situation and stakes
"Eighteen months into my first job, as an analyst at an online furniture retailer, sofa returns had doubled in a year, to about 12% of deliveries. Each return cost us around £180, so we were losing roughly £45,000 a month, with peak season six weeks away. The warehouse team blamed customer service for wrong orders, and customer service blamed the warehouse for damage. The head of operations asked me to find the cause and propose a fix, but I had no authority over either team."
Why it works: four sentences set the role, the size of the problem, the deadline and the conflict. The interviewer now knows why the task was hard before hearing a single action.
Actions and reasons
"I did three things. First, I spent a shift with each team before touching any data, because both sides distrusted numbers coming from head office and I needed them to see I understood their work. Second, I asked the two team leads to code the last 200 returns with me, reason by reason, so that we agreed on the facts before anyone proposed a solution. About 60% turned out to be sofas that did not fit through the customer's door, which neither team had seen as the main cause.
Third, I proposed a fix: a delivery call to check door and stair measurements. The warehouse lead refused, because his team had no time for extra calls. Instead of escalating, I suggested a two-week test in one region, and offered to write the call script and track the results myself, so the cost of saying yes was low for him."
Why it works: each action comes with its reason, and the third includes an obstacle and how the candidate handled it. This is "lead with reasoning" in practice. The candidate also says "I" for their own decisions and names who else was involved.
Result and lesson
"In the test region, sofa returns fell from 12% to 7% in two weeks. The two leads presented the results together to the head of operations, and the call went live in all regions before peak season. Looking back, I would involve the customer service lead earlier: my first draft of the coding exercise came from me alone, and they only engaged once they had shaped it."
Why it works: a number for the result, credit shared where it is due, and a specific lesson rather than a generic one. The lesson also opens an easy follow-up question.
The account takes about three minutes to say aloud. It leaves out a lot: how the data was pulled, the exact script, the other regions. Each of those is a follow-up question the candidate can answer comfortably.
The follow-up questions to expect
An interviewer could ask any of the questions below. The point of preparing them is not to memorise answers, but to make sure you know the story well enough to answer anything.
- "Why did you spend time with the teams before looking at the data?"
- "What exactly did the warehouse lead say when he refused, and what did you say back?"
- "How did you know that 200 returns were representative?"
- "What would you have done if the test had not worked?"
- "What did your manager do during this time?"
- "Was there anyone who stayed unconvinced? How did you handle them?"
Two of these show the difference between an answer that holds the story together and one that weakens it.
"I just explained to him why it was important for the company, and in the end he agreed."
"He said his team was already short of two people and that calls weren't their job. I said I understood, and that I wasn't asking him to commit to it: just two weeks in one region, with me writing the script and tracking the numbers. I also said that if it didn't work, I'd tell the head of operations it was my idea that failed. He agreed to the test, not the change."
The weaker answer is vague exactly where the interviewer is probing for how you influence people. The stronger one gives his objection, your response and the reasoning behind it, and is honest that he agreed only to a test.
"I was confident it would work, because the data was very clear."
"The data showed the main reason for returns, not that a call would fix it. If returns hadn't fallen, I'd have checked whether customers were measuring correctly, and the next option was adding a measurement guide to the product page, which needed no warehouse time at all."
Overconfidence is a common reaction under pressure. The stronger answer separates what the data proved from what was still an assumption, and shows a plan B, which is the judgement the question is looking for.
The follow-up questions: how to handle them
Follow-up questions tend to fall into a few families. Knowing them helps you check your stories before the interview.
| Family | Typical question | What it checks |
|---|---|---|
| Why | "Why did you choose that option?" | Your reasoning, not only your actions |
| Detail | "What exactly did she say?" | That the story is yours and real |
| Alternative | "What else could you have done?" | Whether you considered options |
| Counterfactual | "What if he had said no?" | Judgement and plan B |
| Reflection | "What would you do differently?" | Self-awareness and growth |
A few rules make the answers stronger:
- Answer briefly, then stop. The interviewer will ask for more if they want it.
- Stay consistent with the story. In one coaching session, a candidate told a story about choosing speed over quality, then said under questioning that the trade-off had had no negative effect at all. That removed the trade-off from the story. If there was a cost, say what it was and why it was worth it.
- Be precise about roles. Another candidate described "delegating" work, and it was unclear whether to juniors or to peers. Delegating to peers sounds odd; one clarifying word removed the doubt.
- Give relevant context accurately. Describe colleagues and challenges fairly, using the details needed to explain your decisions rather than dismissing others or minimising the project.
- Say when you do not remember. "I don't remember the exact figure; it was around a third" is better than an invented number that the next question exposes.
Common mistakes
These are the mistakes that come up most often in practice sessions. Each is an individual pattern observed in coaching, not a rule about how McKinsey scores.
- Long context, short action. Two minutes of background and thirty seconds of what you did. Cut the setup to what the interviewer needs.
- "We" instead of "I". The interviewer cannot assess a team; they want your decisions.
- No visible tension. The actions sound routine because the stakes were never stated.
- An inflated story. Exaggerated stakes or results collapse under the second or third follow-up question.
- A recited script. Word-for-word answers sound rehearsed, and the delivery breaks as soon as the interviewer interrupts.
- Actions as one long sentence. Without numbering, the interviewer loses track of what you actually did.
- Asking the interviewer to choose your story. Offering two summaries and waiting for them to pick hands over a decision you should make.
- Only one story per area. If the question is slightly different from what you expected, or the story was used in an earlier interview, you have nothing else ready.
How to practise out loud
The PEI is a conversation, so practise your stories aloud. Writing helps you choose and order the material; only rehearsal shows you how it sounds and where it breaks.
- Write the backbone, not a script. Five or six bullet points per story, so you remember the order without memorising sentences.
- Tell it aloud and record yourself. Listen for the length of the context, the number of "we"s and the moment the reasons disappear.
- Time it. If the opening account runs well over three minutes, cut context first.
- Practise with someone who interrupts. Give a partner the follow-up families above and ask them to push on "why?" and "what exactly?" at least three times per story.
- Practise questions you have not prepared. Ask your partner for unusual wordings, and practise choosing the right story from your bank in a few seconds.
- Work on delivery. Speak a little slower than feels natural, keep still, and look at the interviewer, or at the camera in a virtual interview.
- Finish with full mock interviews. A PEI followed by a case in one hour, as on the day. In a final round, expect more probing and use fresh stories where you can; see the final-round guide.
McKinsey encourages using AI to practise interview questions, and it can be a useful sparring partner for follow-up questions. Its rules are equally clear on the limits: no invented or exaggerated achievements, and no AI generating answers during the interview. In virtual interviews, McKinsey asks you to disable AI software such as note-takers before you start.
When coaching helps
Practice partners are essential for fluency. Their limit with the PEI is that they rarely know which details an interviewer would probe, or when a story sounds convincing but would not survive a third question. An experienced interviewer can tell you which of your stories is strongest for each area, where your reasoning goes missing, and which follow-up questions you are not ready for.
That is what 1:1 coaching with Franco is built for. A session can focus entirely on your PEI stories or combine a PEI with a case, as in the real interview, and is followed by a written report with your priorities.
"Happy to share that I got offers from McKinsey and BCG! Thank you so much for your guidance and support throughout this process."
J., McKinsey and BCG offers after coaching with Franco. One candidate's experience; results depend on each candidate and process.
1:1 interview coaching
Test your PEI stories with someone who probes
Franco Borgonovo spent ten years at BCG, from intern to Principal, and has conducted more than 1,500 interviews, over 800 of them for MBB firms. He now coaches candidates for McKinsey, BCG and Bain on both the case and the PEI.
- One session to choose and stress-test your stories, US$249
- Packages of 3, 5 or 10 sessions add a progress dashboard, practice materials and email support
- A written report after every session; money-back guarantee if the coaching does not meet your expectations
Every session is with Franco. Send your story list in advance and the session can start from your strongest and weakest stories.
Frequently asked questions
How many PEI stories should I prepare?
McKinsey asks for two examples for each of the four areas, so eight in total. Two per area give you a backup when a question is worded differently or a story was already used in the same round.
Can I use the same story for two areas?
A good story often shows several qualities, but give each story one main area. Using the same story twice in one round is risky, because interviewers compare notes afterwards.
How long should my answer be?
Aim to tell the core of the story in about two to three minutes, then let the interviewer lead. The follow-up questions usually take more time than your opening account.
Can my stories come from university or my personal life?
Yes. McKinsey asks for experiences that genuinely mattered to you. What counts is your personal role, the decisions you made and the reasons behind them, not the setting.
How recent should my stories be?
Recent enough that you remember the details and the people involved. Stories from the last few years are usually safest; older ones are fine if they are clearly your strongest and you remember them well.
What are the current PEI dimensions?
McKinsey's interviewing page names them Connection, Drive, Leadership and Growth, each with a short description and a sample question. Older guides use earlier labels such as inclusive leadership, entrepreneurial drive, personal impact and courageous change.
Is STAR enough to structure my answers?
STAR is a useful way to order a story, but it does not choose the story or supply the reasons. Choose a story with real decisions first, then use any simple order: situation and stakes, goal, actions with reasons, result and lesson.
Can I use AI to prepare my PEI?
McKinsey encourages using AI to practise questions and understand concepts. It does not allow exaggerating or inventing achievements, or using AI to generate answers during the interview.
Your next step
Write your list of ten to fifteen situations today, keep the strongest eight and assign two to each area. Then tell one story aloud to someone and ask them to push on "why?" three times. Where you hesitate is where to work next.
Coaching with Franco
Find out which of your stories will hold up
A realistic PEI with follow-up questions, a debrief and a written report with your priorities. Start with one session, or talk it through for free first.
About Franco
Franco Borgonovo
Former BCG Principal · 10-year tenure · Official BCG coachFranco spent ten years at BCG, from intern to Principal, interviewing and selecting candidates as a global lead recruiter. He is still an official BCG coach for new hires, and today works one to one with candidates on applications, McKinsey Solve and interviews.
More about Franco →- McKinsey: Interviewing (careers page) · Personal Experience Interview: two examples for each of four areas, lead with reasoning, a conversation rather than a rehearsed story; use of AI; read 2 November 2026
- McKinsey: Assessment Integrity Expectations · rules for interviews, including virtual ones; read 2 November 2026