The consulting giant that creates more Fortune 500 chiefs than anyone else

For companies serious about succession, the question isn’t just why McKinsey has this record, but how to emulate it to strengthen internal pipelines.

The firm’s method is as rigorous as it is intentional, more than a dozen former and current McKinsey alumni told me. From day one, new consultants rotate across industries, geographies, and functions, adapting on the fly and mastering unfamiliar businesses. They are expected to deconstruct sprawling problems, craft solutions, and win over skeptical executives—often while still in their 20s. That early exposure to high-stakes decision-making accelerates judgment and builds the confidence boards later crave in C-suite leaders, according to consultants-turned-CEOs.

Equally critical is McKinsey’s culture of constructive dissent. Hierarchy matters less than ideas, and consultants are trained to challenge assumptions and present counterarguments, even to senior partners or client CEOs. This discipline, debating until the best idea survives, teaches future leaders to welcome scrutiny, pressure-test their own reasoning, and make tough calls with limited information.

And the firm’s veterans are not afraid to dissent either. When McKinsey faced bruising controversies in recent years—from its work with opioid manufacturers to a bribery scandal in South Africa—it was often alumni who raised the loudest alarms. “They care deeply about the firm’s role in the world,” says Shelley Stewart, a senior partner who also helps oversee alumni engagement, “and they will tell us when we’ve failed to live up to the standard we claim.”

For those in their early to mid-career, relentless feedback deepens the learning. Reviews are frequent, unsparing, and are paired with coaching from senior partners and an “up-or-out” model that demands growth or exit. Those who rise acquire a habit of continuous improvement and the resilience to thrive under scrutiny.

In a market where a succession misstep can wipe out billions in value, McKinsey offers a blueprint for building a self-renewing leadership engine: move high potentials through multiple businesses to develop range and pattern recognition early. Give emerging leaders real authority quickly by assigning stretch tasks that carry visible stakes. Make feedback and coaching a constant, not a formality. And create an environment where dissent is expected, so future leaders develop the muscle to debate strategy and own the outcome. Read the full article here.—Ruth Umoh

Contact CEO Daily via Diane Brady at diane.brady@fortune.com

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CEO Daily is compiled and edited by Joey Abrams and Jim Edwards.