When I was a Creative, I was spoiled. I had one of the most amazing Account partners around. What made her so amazing was that despite being a hard ass, she was really smart – and she listened. She pushed me to understand and care about strategy, forced me to take part in brief writing (“You’re the one whose going to have to work from it anyway,” she’d say. “so write something you want to work from.”), made me explain and re-explain my work and only when she was absolutely sure that the client was going to kill something would she invoke their name – but it was usually followed by a ‘but if you can make me believe it, I’ll stand behind it. But you’re going to have to kill it in that room”. So she also taught be to be accountable for my presentations.
I rose to be CD and she made Group Acct. Director. Together we tripled one of our client’s billings. She’s left the industry now but we’re still friends. So here’s just Three things that she did for me (and you can do too) that made me love and respect the Account role. (This is for you Meghan!)
1. When they never use the client as an excuse. It’s the easiest way for an Account person to kill an idea. “The client won’t like / understand / buy it.” We love Account people who understand that it’s often our job to change what the clients likes / understands / buys. And with the right support, insight and preparation, we might have a fair crack at achieving it. We love Account people who recognize good ideas and are prepared to go to bat for them, even if they don’t believe in their heart of hearts that we’ll succeed. (And we love it when they get as excited as we are about it.) And of course, that rare time they do invoke the client’s name as the magnum, we’ll know you’re serious.
2. When they listen without judgment. I don’t know how many times I popped my head into Meghan’s office and said “I have an idea…” No matter what she was doing (short of being on the phone or on her way out), she would stop and sit back. “OK – tell me.” she’d say. And no matter how unformed, sketchy or downright dodgy my idea was, I’d tell all. She’d nod, listen, ask questions, nod more. And then she’d offer sound feedback completely devoid of anything that was crushingly judgmental. At worst she’d say “Sounds interesting. Make sure you cover your (insert concern here) bases.” And at best she’d crow over the idea with me. Never once did she just pull out the pistol and shoot me down. Doesn’t mean she accepted every idea I had, but I never felt the bullet go in. (Oh – and she never yelled at me when I lost the brief for the fifth time either).3
3. When they open their kimonos. Whatever Meghan knew about the client, I knew too. The same way I’d share ideas with her, she’d share client issues with me. With her, I never went into a client meeting blindsided by their bubbling resentments or outright conflicts. She and I went in as a united front – the cohesive team our clients wanted and expected And she made me understand the client’s business – demanded it. “How can you deliver great solutions to business challenges if you don’t understand their business” she’d ask. Fair enough.
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Great article, Leslie! I’m often on camera for short stints and always looking to improve my delivery. Great points, I will definitely keep... 61 days 12 hours ago
Very down-to-earth and realistic advice. Understanding digital should be a collaborative effort within agencies to track cultural... 303 days 12 hours ago
Thanks for chipping in Leslie! Totally agree. And in this case, putting the needs of the consumer first isn’t a nice to have, its a... 305 days 14 hours ago
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