Customer facing employees – in most companies they are called Account Managers or Account Executives – are among the most important employees on the payroll. The selection and training of these folks – the people who are projecting the image of your organization into the marketplace – day in and day out – is one of the most critical organizational development tasks for owners and leaders.
And yet, when you meet many of these key customer facing individuals - the people who have the power to make or break, grow or erode the customer base that you have all worked so very hard to create – these employees are lacking in many of the essentials skills that they need to be successful. For many companies, the selection of Account Managers or Account Executives seems to be haphazard at best. How else to explain the woefully underprepared, poorly trained, and “underwhelming” folks who are out there calling on and servicing customers?
There are a number of key traits and skills to look for when hiring account managers, and, in addition, there are a number of key areas of coaching, mentoring, and accountability that need to be in place once they’re hired:
Key Traits and Skills – Account Managers and Account Executives
Strong Communication Skills, Both Written and Verbal
A strong, effective Account Manager absolutely must be a good communicator. They have to be verbally adept, quick thinkers who are fast on their feet and can quickly adapt to both positive and negative client interactions. Imagine having an Account Manager who, when placed under a little business pressure, is unable to use their communication skills to manage that client conversation effectively, and to steer the outcome of the meeting to one that strengthens the relationship and preserves the credibility of your enterprise.
Folks without topnotch communication skills should NOT be working in customer facing roles.
Strong Organizational Skills and High Attention to Detail
Servicing a good size book of business is demanding and complex. Prompt follow -up, consistently keeping promises and fulfilling commitments, managing a busy calendar of appointments to drive efficiency and cost effectiveness while at the same time maintaining high levels of customer satisfaction – these are not things that a person with poor organizational skills or low attention to detail is going to be able to do. Be sure to test for these skills prior to awarding an Account Manager role to a prospective candidate.
Empathy, and A High Emotional IQ
Account management is – at its heart – people management. You want your customer facing employees to be able to swiftly intuit what’s happening over on the other side of that conference table – even if the signals coming from the client are subtle. Good Account Managers are empathic – they pick up on shifting dynamics within the business relationship because they can see it and sense it happening! Red flags don’t get past the skilled Account Manager. They seldom commit the errors of omission that bring down so many previously healthy account relationships. They react swiftly to changes in client contacts, client senior management, mergers or acquisitions and so forth – they don’t fall asleep at the switch.
The Ability to Build Trust and Respect with Operations
One of the most common weaknesses of businesses – any business, any industry – is tension, miscommunication or downright hostility between the customer facing employees and the operation. A good Account Manager is skilled at building trust and respect with employees and supervisors of the operational side of the enterprise. They are careful to treat operational employees respectfully, solicit their input when making service promises to customers, and keep the operation apprised of important developments and changes within their book of business. There should be very little daylight between the Account Managers or Sales and the company operation!
Key Areas of Coaching, Mentoring, and Accountability for Account Managers
Accountability for Strong, Common Sense Relationship Management Strategies
Frequently, Account Managers or Account Executives who possess the personal skills noted above will nevertheless need help developing effective client relationship management strategies. This is where leadership and management – who are typically a few steps further away from the day- to - day, can add a lot of value by coaching the Account Manager on the details of a sound relationship management plan. Leadership can mentor the Account Manager in areas such as:
• Are we at the right levels in the customer organization? If not, what’s our strategy for getting there?
• What are the current trends with the client’s business? Do the trends identified create additional opportunity for us? Conversely, do the trends threaten our tenure at the account? Do we thoroughly understand the client’s business goals and how well our services do or do not meet their expectations?
• Is the contract status at the account being monitored closely? Are we planning to initiate contract renewal negotiations comfortably ahead of time – in order to keep the business from “going out to bid?”
• What is level of communication between our company and the customer? Are we sponsoring regular, well-structured account review meetings? If not, why not?
Invest the time and attention that it takes to have the best possible customer facing employees. There are few things more important that you can do for your business!