There are many conversations today about the range of role titles within the client service function (or client partnership, leadership, account direction etc), the changing responsibilities between client service and strategy and the gaps or overlaps that result.
I’ve been involved in a number of conversations in the last week about agency structure, role titles, responsibilities, organising the teams that flank client service and strategy – and there is a lot to say about it.
IT’S COMPLICATED because agencies have different preferences, clients have different needs and job descriptions usually cover absolutely everything. Of course, it’s about what the client needs. What do they want from their client service team versus the strategists? Let’s leave that aside for the moment because there’s enough confusion in the client service role titles and the nuances that may exist around here.
IT’S CONFUSING. A title drives expectations of what people expect from that role – what the client service person expects to be doing as well as what colleagues and clients expect from the client service person.
JOB DESCRIPTIONS include the full range of responsibilities regardless of the organisational structure and other team members. By the time a person has reached a senior-level client role, they have experience across the gamut so can turn their hand to all needs, but that doesn’t mean they should. Instead, they probably excel in one aspect of client service and should be recruited on the strength of it.
Isn’t it time to sort it out? How does your agency define the roles? How does it set expectations of responsibilities? Do you have overlaps that cause dis-harmony and confusion? Are you expecting client service people to be able to scoop up everything or do you have distinctions within different roles? Have you got your structure right?
Responsibilities:
- Oversee delivery of services
- Manage client satisfaction
- Work on strategic initiatives for growth
- Upselling & cross-selling agency services
Scope:
- More strategic
- High-level interactions with senior client stakeholders for long-term retention & growth
Responsibilities:
- Manage financial & operational aspects of client accounts
- Developing business strategies
- Ensuring services meeting client’s business goals
- Business development
Scope
- Geared around client’s business needs
- Understands their structure, market, industry and ensures agency’s strategic, financial and operational service deliver value.
Responsibilities:
- Connecting with clients
- Discussing opportunities
- Resolving issues and reporting on progress
- Negotiation worksplans and contracts
- Assessing risks
Scope:
- More hands-on and client facing
- Involves direct interaction to maintain ongoing relationships
Responsibilities:
- Oversee account managers
- Develop account strategies
- Client’s needs through service delivery
- Identify new opportunities within account
Scope:
- More tactical
- Dealing with D2D management to ensure services align with client’s needs
The distinctions are insightful and reflect the different strategic and operational focuses of each role. The difference areas of focus can create complexities in personal expectations as well as managing the expectations of the team and the client. Understanding these nuances are fundamental to structuring teams more effectively and creating harmony in all interactions.
The question is, do you agree with the distinctions laid out here? Keen to hear your thoughts.
I am a Client Service Coach and Operational Excellence change-maker specialising in helping creative agencies unlock the value of their people to generate productivity, profitability and create a great working culture. Please contact me for a free 30 minute consultation: via the contact form, Linked in or email hello@joannaanthony.com.