When I was an Account Coordinator my boss gave me a book that forever shaped how I acted as an Account person. It was written by Roger Solomon and unfortunately is no longer in print. Brain Surgery for Suits: 56 Things Every Account Person Should Know can be read in an hour, but the lessons are unbelievably valuable and timeless.
I’ve tried to come up with better ways of saying what I found in the book. But every time, I keep going back to the clarity of his message. I’d like to share some of the tips he provides that I keep in the back of my mind on a daily basis, with my own commentary on what they mean to me.
Make no commitment without consultation.
We all want to make our clients, bosses and other team members happy. But don’t give into promising something to one of them before you know what how it may affect others.
There is no “no” in your client vocabulary.
This has nothing to do with being a “yes man.” This is about constantly looking for multiple solutions to any given problem. “No” ends the conversation and causes unnecessary resentment. Offering alternatives demonstrates that you’re not a roadblock, nor an order taker.
Fight about the work with colleagues, fight for it with clients.
Lively discussions from multiple viewpoints often produce the most creative and effective work. Account people should provide the client’s and the customer’s perspective. But in the end, after you have agreed on what you’ll be presenting, even if there are parts you disagree with, never turn your back on the work. When you’re in the presentation, don’t bring up points to poke holes in the creative. If the client brings up something that you were thinking, don’t start agreeing and bashing it with them. You go in as one team, one vision. Anything that distracts from that is a waste.
Always think end game.
Being right is irrelevant. Don’t focus on proving you point. Focus on the result you want to happen. If you can get a client to agree to something by thinking it was their idea, then go for it. If you have to play nice, after an argument (even though they were overreacting), to get the work out, so be it. Our job is to make things happen.
Be brief, be bright, be gone.
I can’t count the number of times I’ve witnessed a client being sold on an idea, but changed their mind after the meeting kept going. Once they’ve bought in, don’t keep elaborating and building on your win. Just quickly move on to the next thing.
Credit is for creative directors.
Account people take the hits from both sides, but rarely get the glory. That’s the job. If you don’t like it, do something else. But I will say, you should take pride in this fact. Because you’re the one that people will turn to when all else fails. You’re the one they respect and know that you’ll get the job done. It’s an honor.
Respect what it takes to do great creative.
Being a creative is HARD. Being constantly criticized and questioned on your work is draining and debilitating. Having to come up with ideas that can make an impact in a media-saturated world that is on brand and is something the client will buy is like doing a backflip through a pinhole while singing the Star Spangled Banner. Respect that. Appreciate the pressure they’re under and then…
Ask yourself, “what do my colleagues need to create great advertising?” Then deliver it.
It’s that simple. There isn’t one answer to that question that won’t help you in your work.
Over my career, I’ve constantly strived to live up to these values. If I’m being honest to myself, sometimes I’ve failed. But hopefully in the long run these words of wisdom have made a positive difference in my work and the people with whom I’ve had the pleasure to create great work.