Please accept all cookies to ensure proper website functionality. Set my cookie preferences

I hugged a client yesterday.

I wasn't expecting to do it—it just happened. And, frankly, it surprised the SWOT out of me.

Not because I'm not an affectionate person, but because it conflicted with the 21st century roles that account service types have evolved into. Strategy. Professionalism. Leadership. Believe me, as an account-service type, I wish I didn't have this new responsibility.

Unfortunately, the old stereotype of the account executive (AE) was not favorable from a strategic standpoint. The role was often defined by over-solicitous individuals who presented a few ideas, cut out early and once in a pink moon invited the client out for drinks and darts. Tens of thousands of AEs rode the wave of endless expense accounts and big budget nights on the town, contributing little to the client's business.

I guess it would have been OK to hug a client in those days.

Obviously, times have changed for the account service department. Our role as account executives is to lend expertise and insight as we hack the path for our clients through a post 9-11 marketing jungle.

Clients are anxious. They are uncertain. They are looking to us for leadership and guidance. This is a serious task with serious consequences.

Our clients are facing a marketplace wrought with competition and communication mediums that need constant monitoring. Our clients don't want to see mediocre creative that may or may not have results.

The new role of the account service/client service/account executive/whatever-the-heck-you-want-to-call-us is to unite a talented team and offer strategic thinking with measured results that goes beyond what the client can produce alone. Any account representative worth his branding salt who hasn't shifted his focus to this responsibility will perish in this industry.

Which brings me back to the problem… I wasn't hired to hug. I was hired to move the meter.

Once out of the touchy-feely moment, and upon returning to my office, I started my hug meltdown. In that two-second moment, had my leadership persona wavered, casting doubt in my client's mind as to the firm grip I had on the advertising helm? Had I ruined the aura I had so diligently crafted, positioning myself and my agency as professional communications wizards blazing a steady path through dangerous market bogs and sinkholes?

Did I deflate the opportunity to expand the account and pick up possible PR services as my client would regrettably sever our relationship in an effort to avoid… a second hug?

Paranoia raced through my mind. I couldn't let my fears go unanswered, for it was I, after all, who was responsible for this account. If we lost it because of my moment of weakness—my head would roll.

My head. Not our creative director's. He was brainstorming up in his cozy loft—miles away from the event.

Not our PR director. She was oblivious to the horror I had unleashed on our unsuspecting client.

And certainly not our agency president. Had he seen the hug himself, I dare say I would have been punished to reading another one of his Trout and Ries books.

I was in this alone. I was responsible to right the wrong. So with visage scrunched and brow sweating, I penned a feverish email to my hug victim. It read, "Susan—I'm extremely happy of the board's warm reception to our presentation. I am excited to move forward with the implementation phase of the brand rollout. Sincerely, Eric."

But it was in the post-script that I prepared for the moment of truth, "PS: I apologize for the hug. I was a bit exuberant after the success of your internal brand introduction."

I hit send. And waited. No turning back now. After nibbling on my lunch, at my desk, while my colleagues praised Ogilvy that it hadn't happened to them, I heard the banshee of Outlook wail its welcome to an incoming message. It was she. The VP of marketing, my client, had responded.

Her message read, "Eric, please do NOT apologize for the hug. I am so happy and grateful to know that you are as excited and passionate about our endeavor as we are! See you on Tuesday. --Susan"

And that's when I knew times were changing… again.

Yes, our clients are looking for professionalism. Yes, our clients are looking for guidance in a marketplace wrought with competition.

But, more than anything, our clients are looking for account service that is well-rounded enough to be both professional and passionate, because the true act of building your client's business is caring about it as much as they do.

Will I plan to start hugging every client? No. But you can be damn sure they'll know I am as passionate about their business as they are, for that's what marks the difference between the currently frigid, post 9-11 account service model and the passionate professional that true agency talent must embrace… no pun intended.

Continue reading "The New Era of Passionate Account Service" ... Read the full article

Subscribe's free!

MarketingProfs provides thousands of marketing resources, entirely free!

Simply subscribe to our newsletter and get instant access to how-to articles, guides, webinars and more for nada, nothing, zip, zilch, on the house...delivered right to your inbox! MarketingProfs is the largest marketing community in the world, and we are here to help you be a better marketer.

Already a member? Sign in now.


Eric Thiegs is the account manager for client relationships and new business development with the Barry Group, Inc. ( in York, PA.