​Let’s hear it for the account managers, the true persuaders

The answer?

Well, it turns out that for a brief time, the agency dispensed with account managers.

In Hegarty’s words, they thought they were being ‘clever’ but, ‘…we weren’t.

Arguments flared. Meetings imploded. Deadlines passed us by.’ Saatchis quickly changed course, hired a crack account management team, patched up the self-inflicted wounds, and the rest is history.

At first glance, it might be easy to misunderstand Hegarty’s post as simply advocating for the rigor and discipline of account management. After all, it’s a well-trodden path. Countless articles have been published in favor (and defence) of account management. They are the team that gets ‘the trains running on time’, the people who ‘conduct the orchestra’ etc etc. As a born-and-bred suit, I understand better than most the value of someone who can galvanize an agency in service of their client.

But is that really enough?

I find that kind of definition of account management both narrow and unsatisfactory. Yes, there is considerable complexity in the management and delivery of work. But this was never intended to be the singular remit of account management and frankly, neither should it be. Most agencies have long since recognized the growing proliferation of channels, along with the crunches in time and budgets, and have invested in project and channel specialists (and more recently in technology) to manage these complexities.

However, it is also true that account management has suffered various identity crises over the years. And as the industry has evolved, it has at times lurched towards certain disciplines as struggled to define and justify itself. So, where do we find account management today? And is this historically generalist department still adrift in a sea of discipline specialists?

Well, as it turns out, Hegarty also pointed to an answer. ‘Good ideas aren’t enough. You need a way to sell and deliver them’.

And that, he contended, was where account management excelled, by building relationships that create the right environment for great work. Or, put another way, as a former ECD of mine once said, “We are in the business of persuasion”.

Much has been written on the topic of persuasion over the years, but Jay A. Conger’s 1998 article for the Harvard Business Review (‘The Necessary Art of Persuasion’) still seems to sum it up pretty well. ‘Persuasion does indeed involve moving people to a position they don’t currently hold, but not by begging or cajoling. Instead, it involves careful preparation, the proper framing of arguments, the presentation of vivid supporting evidence, and the effort to find the correct emotional match with your audience.’

Persuasion, in that context, and with that width of influence, is exactly where account management can excel. Yes, account handlers can galvanize agencies, but the best ones galvanize clients as well. They understand the importance of taking the time to build a persuasive case for the work. They understand that ‘how’ you get to the presentation matters at least as much as the presentation itself, if not more. And they think deeply about their clients, the environment in which they operate, what they need and how to frame those needs in a way that allows creativity to flourish.

And who better than the ultimate generalists to do that?

Those individuals who see the picture at its widest and who invest their time in creating the conditions for success. And in today’s increasingly complex world, that’s the type of counsel, craft and care that any client would surely want. The persuaders: that’s a definition of a discipline, and a future that I can get behind.

Gareth Davies is the UK Group CEO of Leagas Delaney, a role he has held since January 2020. He brings a wealth of experience from over a decade at Havas. Prior to Havas, Gareth was the NFL’s marketing director.

Get in touch with on Gareth LinkedIn.

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