More and more digital agencies are starting to appreciate the value of the Account Management role, but they might not realize just how demanding the job can be. Keeping the client happy is only one part of the job description — though that alone could be a full-time job. Account managers have to be marketing and technology experts with keen planning, analytical and communication skills. The most successful are also born diplomats and leaders with a high tolerance for stress and a Herculean work ethic.
We asked some industry veterans what it takes to do the job well, and what the future looks like for AMs. Here are some insights they shared.
What are the keys to building a valuable working relationship with a client?
The consensus was obvious: The most important attributes are honesty, trust and clear communications. "This might sound stereotypical, but without trust, the whole relationship falls apart,” said Dave Hicking, Head of Client Services at Tighten. “Clients need to trust you to be experts, and you need to trust them in return.”
Nadia Cyman, Account Manager at Reaction Marketing emphasizes transparency. “Our clients want to know that they can trust us as their digital partner,” she said. “Without trust, the project or relationship can be messy.”
Communication is also critical. “Don't leave the client guessing,” said Heather Steiger, Principal & SVP of Client Services & Operations at Grafik. “No news is not good news. Whether it’s good, bad or ugly, follow through and follow up. Ask lots of probing questions and get to the bottom of what the real issues or goals are.” Warn clients that some conversations may be uncomfortable, Julie Dutton, Account Manager at Reason One said. “Be honest about the fact that you may have to raise tough issues in order to get the best out of the brief and the team.”
Set ground rules and make sure clients understand from the get-go that agreeing on expectations is essential in order for you to do good work together, advised Dutton.
“Be curious and empathetic so you can learn about their business needs and team dynamics. You’ll have a better understanding of where clients are coming from when things go off course.”
Strive to know your clients so well that you can “approach problems with a value-driven mindset and strive to provide a better service/solution,” recommended Marcus Ohanesian, Account Strategist at Trellis Commerce. Drew Schug, Owner & Founder at Big Storm suggested keeping in touch with clients even when you’re not working on a project so you can better understand their needs.
And don’t forget the human element. Jay Summach, Account Manager at Yellow Pencil stressed the need to treat clients the way you’d want to be treated. “My guiding assumption is that the client is a person like me,” he said. “They're under pressure to deliver results, and they have commitments to fulfill. They need reliable, true information.”
How do you manage client expectations?
Schug had a succinct answer to this one: “Carefully!” he said. For Dutton, the first step is asking questions and really listening to the client. “Then validate those expectations back to them,” she said. “It's a good idea to have documentation to refer back to along the project process.” Cyman recommended regular check-ins: “We send our clients weekly status updates highlighting what we expect or need from them and what they can expect from us.“
Make sure you scope projects properly, said Schug. And be prepared to manage unrealistic expectations. “You may need to shape and calibrate your client’s hopes, dreams and wishes,” said Hicking. “Almost anything is possible with software. Just be open and clear about how much money can be spent.” If you can find what’s driving the expectation — a budget that will evaporate at year’s end or a job that’s on the line — you may be able to offer an alternative solution, said Summach.
Say “yes,” whenever you can — as long as it makes sense — but be willing to say “no” when appropriate, advised Steiger.
Avoid saying, “maybe,” Summach added. ”If it’s unlikely you can deliver, don’t say, ‘We'll try.’ Clients will hear that as ‘yes,’ and socialize that to their stakeholders. If they have to walk back that ‘yes,’ you can guess who they’re going to blame.”
And stay alert. “Talk about things before they become an issue,” said Schug. Ohanesian agreed, saying, “Always be upfront, over communicate and flag potential problems” before they blow up.
What do you see as the future for account management in digital services?
This question yielded an interesting range of opinions. Schug observed that most agency owners think AMs should be all about sales, but very few AMs think sales should be part of their job description. “I think account management is going to be a critical role going forward, but it is going to take some effort and experience to mold it into what it is/was for traditional marketing,” he remarked.
Hicking had a similar take. “The first step is to acknowledge that account management is valuable and requires expertise that's not exactly the same as either sales or project management,” he said. “Our industry isn't 100% there yet, in my opinion.”
Summach sees a growing need for administrative support to “free up the AM’s time to do high-value relational work. Every hour I spend searching for documents or inventing a status report means an hour less that I can spend exploring opportunities with existing and new clients.” That would help “increase billable hours and revenue from clients,” Ohanesian said, “but at the end of the day, you are nurturing the relationship to help grow both businesses.”
Steiger stressed that AMs shouldn’t hesitate to seek help.
“Account managers need to know enough to be dangerous, but they don’t have to do everything themselves, as long as they can lean on experts and be scrappy enough to find the right resources. They also have to be tenacious when faced with new technologies and challenges that can open up opportunities for their clients.”
Dutton believes the future lies in “leveraging data in a more meaningful way.” She explained, “We will be able to track our client relationships in a measurable way with data points to help inform the way we seek growth, collaborate and interact with our clients.” On a lighter note, she added, “I'd love a client mood-tracker that immediately (and accurately) identifies their mood from their emails. That would be great for those challenging discussions or delivering good and bad news. :)”
And never forget that you’re the expert, concluded Summach. “Become the 'Sherpa' (i.e., the one who has been up the mountain a dozen times) who can lead and support client organizations,” he said. “They don't do digital work every day. They may have budgets and desires, but they don't know how to do it. That's our job.”
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