Account handling is an unusual profession in that it requires a
wide variety of skills to be good at it. You have to be part marketing strategist,
business consultant, diplomat, book keeper, translator, creative, project
manager, coach, technician, sales person, mediator and sociologist.
On the face of it account handlers are on
a hiding to nothing with nowhere to hide when the shit hits the fan. It's a
precarious position to be in and I have seen numerous account handlers, both
junior and senior, break down due to the pressures of the job – without the
added complication of life outside of work.
Recognising that account handling is a
difficult job, mistakes are inevitable, and that account handlers need regular
support and guidance, is for me one of the most important requirements of good
agency management.
Managers need to be able to empathise with the situation a
member of their team finds him or herself in. They need to be on hand when
problems arise, be willing to support them through to resolution with their
sanity intact, whilst at the same time giving them the scope, freedom and
opportunity to develop their skills and experience.
Unfortunately I consistently hear from prospective employees that the reason for
moving job is lack of personal development and support from management. The
excuse quoted by most managers is that they can't dedicate enough
time to people management - most of their day is spent selling, developing
client relationships, managing the money and supporting the overall running of
the agency.
In my opinion, we're making a big mistake
by not supporting our client services people and not recognising that managing people should be a priority not an after-thought. It's time we acknowledged that
account handling is a difficult, stressful and vital job that has a direct and
immediate impact on the success of the business.
