44 Account Manager Interview Questions & Answers to Get That Job

Practice most asked Account management interview questions and answers for your dream job. Ranging from the introductory to manager role, these blog have answers for all possible questions your interviewer can ask.

44 Account Manager Interview Questions & Answers to Get That Job

Good relationships lay the foundation of good business.

And to lay a strong foundation, nurture and maintain relationships, we need experts.

Who are the experts of relationship management? Account managers .

Account managers act as liaisons between your organization and clients, and build a relationship with them as their trusted consultants.

With a critical role like that, it’s no wonder they earn an impressive base salary of 75,128 USD on average.

If you’re also hunting for your next job then here’s a list of account manager interview questions and answers to prep you up.

Conversely, you can simulate the interview process to introspect and find relevant and robust examples from your work experience to present yourself as an excellent match.

Without further ado, let’s get started.

Introductory Interview Questions and Answers for Account Manager Role

1. why did you apply for this position.

I am passionate about client servicing and enjoy working with multiple clients and interacting with them. I like working with different businesses to provide value-based solutions.

Also, I am confident of bringing more clients to the company with my experience in the account management domain.

2. Why did you choose our company?

Your company creates unique value-based and data-driven solutions. I want to be part of such exciting and innovative projects and render my services to add to your organization.

I have talked to some of your current employees before applying for the job, and they have all given positive feedback about the company’s work culture.

3. What are your long-term goals with our company?

I want to handle the top five clients in your company and acquire relevant skills and certifications to contribute to my personal and company’s growth. I would also like to be one of the key contributors to the company’s success.

4. Do you have any previous experience with account managing for smaller agencies?

Yes, I have ‘x’ years of account management experience working in three different industry verticals.

5. Are you familiar with the industry in which we operate?

I have worked as an account manager with a digital marketing firm for over ‘x’ years.

6. Which industries have you worked with previously?

I have worked in the marketing, e-commerce, and entertainment industries.

7. What are the traits of an ideal account manager?

I think a successful account manager should understand value-based selling, have industry expertise, exceptional communication (including active listening and negotiation skills), leadership and problem-solving abilities.

8. Briefly describe your previous team experience.

I have had great experiences working with multiple teams. I have learned how to build strong professional relationships.

Having an optimistic attitude and focusing on teamwork helps keep the work pressure out and gives a sense of belonging. It also instills confidence to achieve targets with the support of the team members.

Role-Specific Interview Questions and Answers

9. what will you do immediately after joining work.

I will start by getting familiar with company workflow, protocols, and the allocated clients. The next step would be to gather pertinent information about my clients and analyze the project requirements.

After assimilating all data, I will introduce myself to the clients and establish an open communication channel. I will also go through the sales and revenue reports to track and set new targets.

My goal would be to generate new business opportunities from existing and prospective clients and resolve any conflicts.

10. Tell us about your favorite account.

My favorite account in the previous company was a management startup. The client was approachable, responsive, and was always prompt with payment.

They communicated their requirements clearly and gave open-ended timelines as long as they received quality products in return.

11. What steps do you take to ensure you build strong relationships with key clients?

I connect with key clients through social media channels such as LinkedIn, Twitter, and Facebook. I ensure that I always respond to client messages in a timely manner.

Being empathetic and keeping in touch through phone calls, social media, or WhatsApp allows me to build a strong client relationship.

12. Do you prefer in-person, email, or phone communication? Why?

I prefer in-person communication as it gives me the opportunity to communicate with transparency. Body language goes a long way in establishing a good impression. In-person communication also helps in clearing doubts instantly, instead of waiting for an email response or callback.

13. What steps do you take when you’re behind on your revenue targets?

I look at my overall progress and note the differences before checking in with respective clients. If required, we offer exclusive deals or additional services to keep up with the revenue targets.

I also approach clients who have not availed of our services in the past six months. Then, ask them about their current business challenges, and mention how our new services can help them.

14. What is your approach to building customer relationships?

Open communication and empathy with the customer are critical traits. Active listening and communicating expectations help in keeping our team and clients on the same page.

Depending upon the client’s conversational style, I ask them about their interests, hobbies, and family’s well-being. Sending appreciation emails to clients also leaves a great impression.

15. What experience do you have with client complaints?

I have observed that past clients often complained about the services being expensive or time-consuming. I talk to them and resolve their doubts and tell them how value-based services are beneficial for businesses.

It’s crucial to be transparent about the work process. We may discuss the hours it may take to complete the project, the required resources and analyze the cost.

The idea is to bring the client on the same page as our company. Our product or service may be expensive or require more production hours, but the finished product will always give a better ROI.

16. How do you manage multiple client accounts concurrently?

To manage multiple clients, I prioritize all my tasks, organize my schedule, and use CRM tools to keep track of everything. I list out the client tasks based on their expected response times and revenue potential. Usually, the long-term clients are accommodating. They can be leveraged when I am on a tight schedule.

17. How do you close a new client?

I gather all pertinent information about the client, their business and workflow difficulties, and how our services can bring significant value to their operations.

Then, I examine if the client is using any competing services. I assess their revenue-generating potential and prepare the quotation accordingly. The quotation has to be competitive but within the company budget.

After obtaining all the information, I call the client and communicate how our services can provide benefits and value to their organization.

Some clients come back with additional questions and revision requests. My job is to provide them with all the relevant information and eliminate any doubts.

18. What did you do to pacify a dissatisfied customer in the past?

I had an instance where a client faced some concerns with a marketing campaign. I apologized to the customer and took their feedback to come up with a solution.

After discussing it with the management, we offered a 10% discount to the client and coordinated with the development team to ensure the correct product delivery.

19. Tell me about your process for upselling to existing clients.

I’ve observed that it’s easier to sell to an existing client than to sell to a new one. Not only do we have access to the client’s contact, but the client also knows the quality of our work.

I talk to existing clients and ask questions about their current or recurring challenges and goals. Once I know what their concerns are, I pitch relevant services that could help remedy their concerns.

Another upsell strategy that I employ is to ask clients for feedback on our services. This gives me the chance to discuss other relevant products and services that could benefit them.

20. How do you onboard a client?

First, I talk to the client to understand their requirements. I follow up with our work samples and quotations as per their budget. Then, we negotiate on the quotation and finalize it.

The next step is to forward the NDA and the SLA to the client. Once the clauses and terms are agreed upon, we receive the signed contract.

Once the client is onboarded, I discuss the project with the respective teams and check the delegated tasks.

21. Is a quarterly business review conducted with clients?

Yes, I think it’s important to conduct quarterly reviews with clients. It keeps everyone informed and allows for better communication and decision-making.

22. What did you learn in your previous organization?

All organizations teach you valuable lessons and provide ample growth opportunities. My previous company was data-driven, and it helped me gain new insight into the use of data for business generation.

23. What would you like to work with? Established projects or challenging projects? Why?

I prefer working with challenging projects to use my skills to create meaningful products or services. Making a difference in the company’s growth by offering value-driven projects gives me a sense of accomplishment.

24. What constitutes a successful project?

A successful project is when the client has achieved their campaign goals through the delivered project. It’s even better if our project has performed better than what was expected.

25. What was your most significant challenge in the previous organization?

The most significant challenge was when a client stopped all communication. Due to no contact, it was difficult to understand what the problem was. We followed up with the client through regular emails for weeks until we finally received a response.

26. Has any of your suggestions in your previous roles led to positive changes in the work environment?

Yes, I had suggested a few changes in the workspace design and deadline implementation, which led to increased productivity of the team.

27. What should be the focus of the company – acquiring new clients or getting more business from existing clients?

It should be both. Existing clients are the company’s backbone, and new clients add to the company’s strength.

Existing clients provide recurring work, which accounts for the majority of the business revenue, whereas new clients help in expansion.

I believe focusing on both clients using specific strategies can help generate higher revenue.

28. Tell me about your client portfolio from your previous role?

I handled three key accounts in my previous firm. My contribution led to a 10% increase in recurring revenue in the last financial year. I also acquired three retainer SMB contracts for the company.

Questions to Measure Your Situational Awareness

29. tell me about an experience where you made a mistake that led to losing a customer. what was your reaction, and what did you learn.

My previous team lost a customer because of a miscommunication that led to the wrong quotation. I have learned to assess the customer’s requirements with precision and check in with my seniors if there are any doubts.

Understanding the customer requirement clearly and fulfilling their expectations is an essential skill for an account manager. Now, I don’t hesitate to ask additional questions if the client’s requirement is unclear.

30. How do you react to a client asking you to call them three months later as they are busy?

A request like this may seem like the client isn’t interested and there is no acquisition potential. However, we can agree to call the client after three months but ask for permission to send occasional emails, especially for service discounts.

It’s rare that a client will say no to receiving emails that could benefit their business. Though it may take a little longer to acquire such clients, it’s worth a shot.

31. How do you deal with client feedback on your product or services?

Client feedback is crucial for business development. I note their input and coordinate with the involved departments to make necessary changes to deliver a better product.

Delivering a value-based product requires customer-centricity and client feedback is a direct method to improve the deliverables.

32. How would you deal with a conflict between members of your team?

I will talk to both the members and find the cause of disagreement. Being objective is crucial as bias could result in making the issue worse. I’ll find a possible solution to ensure that the conflict doesn’t resurface.

33. Tell me about a time when the client refused payment.

This doesn’t happen a lot, but there was a client who refused payment after receiving the project invoice. The client assumed that our project was a free sample while the work was a paid pilot.

Apparently, their previous executive resigned from the organization before finalizing the deal, and the executive who took over wasn’t aware of the prior communication. We lost revenue because of the miscommunication.

I learned that it’s better to start work only after finalizing the project details in writing (or through an email).

34. What would you do when a client stops all communication?

There could be various reasons that may cause a client’s unresponsiveness. However, it’s important to figure out the concern.

I will review the past communication to find the cause of the radio silence. Simultaneously, I will follow up with the client through regular emails. I may also send them a calendar invite to schedule a meeting.

35. How do you manage when you have missed your deadline?

I always track the progress of my projects. If I foresee a project exceeding its timeline, I get in touch with all relevant departments to find out the reason for its delay. We figure out the estimated delivery and inform the client about the revisions.

I help with developing a plan of action to accelerate product delivery. Additionally, I coordinate with my team to track its progress.

36. What do you think about cold calling?

Cold-calling provides an insight into your product performance and problems. It allows you to capture interested leads for the sales funnel. It’s a great training opportunity for sales representatives to help them learn how to generate leads.

37. How do you deal with indecisive clients?

Indecisive clients more often than not need solid data to make decisions. I ensure that I’ve collected factual information to supplement our company performance. I share all the details with the client and respond to any additional queries they may have.

38. What would you do if two competitor clients approached you simultaneously?

I will opt for a client that is more aligned with my company’s expertise and vision. If it is a client that we’ve worked with before, I will also take their past behavior into consideration.

39. How do you prepare for your first contact with a new client?

I think it’s important to familiarize yourself with the client’s business before meeting them. Through research, I understand the company’s values, find what they struggle with and how to resolve their concerns.

I always check their business pages on social media, especially LinkedIn. I try to find common points to build a rapport.

40. What is your best project so far?

My best project was a bootstrapped venture in the health and fitness domain. I worked with this client for a year and provided end-to-end franchising documentation and support for starting their franchisee business.

They got funded by a VC after opening their first franchisee in a span of one year during the lockdown period.

41. Tell me about your experience with CRM software.

CRM software keeps track of all activities and communications and provides a holistic view of the clients and projects.

I am data-driven and appreciate software that helps me perform better. I have worked with multiple CRM software , like Zoho CRM, to manage contacts, generate reports, log calls and set reminders.

42. How familiar are you with generating sales reports?

I have generated numerous sales reports in my previous designation. Sales reports have helped me in monitoring our team performance, business progress and revenue. These resorts can also be used to optimize sales cycles, create sales strategies, monitor pipelines, and business forecasting.

43. How would you handle an aggressive client?

For handling any client, it is crucial to understand their priorities. It’s best to have the project requirements approved by the client beforehand. I prefer giving timely updates to let the clients know how the project is being developed.

For an aggressive client, in particular, I let them talk before presenting my views or answering their queries. Being patient and not interrupting the client is not only respectful but also gives you the opportunity to understand what exactly the client wants.

44. Any questions that you would like to ask us?

Yes, I would like to know about your retainers program and the new social media campaign that you have launched.

An account manager’s core function is to grow business through existing and new clients. They increase client revenue and retention by creating long-term partnerships and delivering customized solutions to the clients.

Refer to these account manager interview questions and answers and senior account manager interview questions and answers to prepare for your interview. Remember that the answers to these interview questions may vary depending on your professional expertise and work experience.

Don’t forget to do your research and find out what the employer is looking for. Be confident and highlight your leadership skills to impress employers.

And remember to use the right tool such as SocialPilot to boost your client’s social media presence. Try it for free today.

About the Author

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Chandraveer Singh

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InterviewPrep

30 Account Manager Interview Questions and Answers

Common Account Manager interview questions, how to answer them, and example answers from a certified career coach.

problem solving for account manager

As you prepare for your upcoming account manager interview, it’s essential to not only focus on showcasing your technical expertise and industry knowledge but also your ability to build lasting relationships with clients. Account managers are the bridge between a company and its customers, ensuring that both parties’ needs are met while fostering long-term partnerships.

To help you stand out from the competition and make a positive impression on your potential employer, we’ve compiled some common account manager interview questions along with tips and sample answers to guide you in crafting your responses.

1. Can you describe your experience in managing client accounts?

Account managers are the bridge between a company and its clients, so it’s essential to have a solid foundation in managing client relationships. By asking this question, an interviewer aims to gauge your experience in handling various client accounts, how you’ve nurtured those relationships, and your ability to meet clients’ needs while driving growth for the company. This helps the interviewer determine if you possess the skills and experience needed to excel in the role.

Example: “As an account manager at my previous company, I was responsible for managing a diverse portfolio of clients across various industries. My primary responsibilities included maintaining strong relationships with key decision-makers, identifying opportunities for upselling and cross-selling, and ensuring client satisfaction.

One notable experience involved managing a major client who was initially dissatisfied with our services due to communication issues. To address this, I implemented regular check-ins and progress updates, which helped rebuild trust and improve the overall relationship. As a result, we were able to retain their business and even expand our service offerings within their organization. This experience taught me the importance of proactive communication and understanding each client’s unique needs in order to deliver tailored solutions that support their goals.”

2. What strategies do you use to build and maintain strong relationships with clients?

Establishing and nurturing client relationships is a key component of being a successful account manager. Interviewers want to know how you approach this important aspect of the role and ensure client satisfaction. Your answer will demonstrate your interpersonal skills, your ability to understand client needs, and your commitment to delivering exceptional service, all of which contribute to client retention and company growth.

Example: “To build and maintain strong relationships with clients, I focus on two key strategies: effective communication and proactive problem-solving. Effective communication involves actively listening to the client’s needs, concerns, and feedback while also providing timely updates on project progress or any changes that may impact them. This helps establish trust and transparency between both parties.

Proactive problem-solving means anticipating potential issues before they arise and addressing them promptly. I make it a point to stay informed about industry trends and my clients’ businesses so that I can offer valuable insights and recommendations tailored to their specific goals. Additionally, I ensure regular check-ins with clients to discuss ongoing projects, gather feedback, and identify areas for improvement. These strategies have consistently helped me foster long-lasting relationships with clients and contribute to their overall success.”

3. How do you handle a situation where a client is unhappy with the services or products provided by your company?

Empathy and problem-solving skills are at the core of an account manager’s role. When clients express dissatisfaction, interviewers want to know if you can navigate these challenging situations while maintaining a strong relationship with the client. Demonstrating your ability to address concerns, take responsibility, and find solutions that satisfy both the client and the company is essential for success in this position.

Example: “When faced with an unhappy client, my first priority is to actively listen and empathize with their concerns. I make sure they feel heard and understood by asking clarifying questions and summarizing their issues. This helps build trust and rapport, demonstrating that I genuinely care about resolving the problem.

Once I have a clear understanding of the issue, I collaborate with the client to develop a solution or action plan tailored to their needs. This may involve coordinating with internal teams to address product or service shortcomings, offering alternative solutions, or negotiating compensation if necessary. Throughout this process, I maintain open communication with the client, providing updates on progress and ensuring their satisfaction with the proposed resolution. Ultimately, my goal is to turn a negative experience into a positive one, reinforcing the client’s confidence in our company and strengthening our long-term relationship.”

4. Describe a time when you had to upsell or cross-sell a product or service to a client.

The art of upselling and cross-selling is a key skill for account managers, as it demonstrates your ability to identify opportunities for your client and your company to grow together. By asking this question, interviewers want to gauge your sales acumen, communication skills, and how well you understand your clients’ needs, ultimately assessing your ability to build strong relationships and contribute to the company’s revenue growth.

Example: “I recall a situation with one of my clients who had been using our basic software package for their business operations. During one of our regular check-in meetings, I noticed that they were struggling to manage the increasing volume of data and transactions as their business grew. I realized that our advanced software package would be a better fit for their needs, offering additional features and capabilities to streamline their processes.

I approached the client with a detailed comparison of both packages, highlighting the benefits of upgrading to the advanced version. I emphasized how it could save them time and resources in the long run by automating certain tasks and providing more comprehensive reporting tools. After discussing the potential return on investment and addressing any concerns they had, the client agreed to upgrade their software package. This not only increased revenue for our company but also strengthened our relationship with the client, as they appreciated our proactive approach in identifying solutions tailored to their evolving needs.”

5. What CRM systems have you used, and how proficient are you in using them?

Account managers often rely on CRM systems to effectively manage customer relationships, track sales leads, and monitor client interactions. Demonstrating proficiency in using CRM platforms showcases your technical skills, organization abilities, and understanding of the importance of data-driven decision-making. Interviewers want to ensure you can efficiently manage client accounts and deliver exceptional client service using these essential tools.

Example: “Throughout my career as an account manager, I have had the opportunity to work with several CRM systems, including Salesforce, HubSpot, and Zoho. My proficiency in these platforms varies, but I am most experienced with Salesforce, having used it extensively for over three years. In that time, I’ve become adept at managing contacts, tracking leads, generating reports, and customizing dashboards to monitor key performance indicators.

With HubSpot and Zoho, my experience is more limited, but I have a solid understanding of their core functionalities and can confidently navigate both systems. I’m always eager to learn new tools and adapt quickly to different software environments, so if your organization uses a CRM system I haven’t mentioned, I would be excited to expand my skill set and become proficient in using it.”

6. How do you prioritize tasks and manage multiple client accounts simultaneously?

Managing multiple clients and juggling various tasks is a fundamental aspect of being an account manager. Interviewers ask this question to assess your time management skills, ability to prioritize tasks, and multitask effectively. They want to know if you’re able to balance competing demands and ensure that all clients receive the attention they deserve, ultimately contributing to the company’s success and client satisfaction.

Example: “To effectively prioritize tasks and manage multiple client accounts, I rely on a combination of organization tools and proactive communication. First, I use project management software to create a visual overview of all my ongoing projects, deadlines, and responsibilities for each account. This allows me to quickly identify any potential conflicts or overlapping deadlines and allocate my time accordingly.

When it comes to prioritizing tasks, I focus on the urgency and importance of each task, taking into consideration both the clients’ needs and the company’s objectives. For instance, if two tasks have similar deadlines but one has a more significant impact on the overall business goals, I will prioritize that task first.

Proactive communication is also essential in managing multiple accounts. I make sure to maintain regular contact with my clients, keeping them informed about the progress of their projects and addressing any concerns they may have. This not only helps build trust and rapport but also enables me to anticipate potential issues and adjust my priorities as needed. Ultimately, this approach ensures that I can efficiently manage my workload while delivering exceptional service to each of my clients.”

7. What methods do you use to track account performance and identify areas for improvement?

Account managers are expected to ensure the success and growth of their clients’ accounts. By asking this question, interviewers want to know if you have a systematic approach to monitoring account performance, analyzing data, and identifying areas for improvement. Your answer should demonstrate your ability to use various tools, methodologies, and your analytical skills to help clients achieve their goals and maintain strong relationships.

Example: “To track account performance, I rely on a combination of key performance indicators (KPIs) and regular communication with clients. First, I establish relevant KPIs for each account based on their specific goals and objectives. These may include metrics such as revenue growth, customer retention rate, or lead conversion rates. I use CRM software to monitor these KPIs regularly, allowing me to identify trends and spot any potential issues early.

Alongside data-driven insights, maintaining open lines of communication with clients is essential in identifying areas for improvement. I schedule periodic check-ins and quarterly business reviews to discuss progress, address concerns, and gather feedback directly from the client. This collaborative approach helps ensure that we are continuously aligning our efforts with the client’s evolving needs and expectations, ultimately driving better results and fostering long-term relationships.”

8. Have you ever had to deal with a difficult client? If so, how did you handle it?

Addressing challenging client situations is an inevitable part of any account manager’s role. Interviewers want to see how you navigate these situations, demonstrating your ability to maintain professionalism, remain solution-focused, and effectively communicate to preserve the relationship. Your response will reveal your problem-solving skills, emotional intelligence, and ability to balance client needs with company interests.

Example: “Yes, I have encountered difficult clients in my career as an Account Manager. One particular instance involved a client who was unhappy with the progress of their project and frequently expressed dissatisfaction despite our team’s efforts to address their concerns.

To handle this situation, I first ensured that I actively listened to the client’s grievances and acknowledged their feelings. This helped build trust and demonstrated that we genuinely cared about resolving their issues. Next, I conducted a thorough review of the project status and identified areas where improvements could be made. I then communicated these findings to both the client and our internal team, ensuring everyone was on the same page.

We implemented the necessary changes and provided regular updates to the client, showcasing our commitment to meeting their expectations. Over time, the client’s satisfaction improved, and they became more cooperative. Ultimately, by addressing their concerns proactively and maintaining open communication, we were able to turn around the relationship and successfully complete the project.”

9. Describe a successful account management strategy that you’ve implemented in the past.

Employers ask this question to evaluate your ability to develop and execute effective account management strategies. They want to see that you have experience in fostering strong relationships with clients, meeting their needs, and ultimately driving business growth. This question allows you to showcase your strategic thinking, problem-solving skills, and your ability to adapt to different clients and situations, all of which are critical for a successful account manager.

Example: “One successful account management strategy I implemented in the past involved segmenting clients based on their needs and potential for growth. I analyzed each client’s historical data, industry trends, and feedback to identify opportunities for upselling or cross-selling our products and services.

Once I had segmented the clients, I developed tailored communication plans for each group, focusing on addressing their specific pain points and showcasing how our solutions could help them achieve their goals more efficiently. This approach allowed me to prioritize high-potential accounts while still maintaining strong relationships with all clients.

As a result of this targeted strategy, we saw an increase in customer satisfaction rates, higher retention levels, and significant revenue growth from upselling and cross-selling initiatives. The success of this approach reinforced the importance of understanding individual client needs and customizing our interactions to provide value-added service.”

10. How do you ensure clear communication between your team members and clients?

Clear communication is essential for maintaining strong relationships and ensuring client satisfaction. When hiring an account manager, interviewers want to know that you have the skills to facilitate seamless communication between your team and clients, ultimately leading to successful project management and the achievement of the clients’ objectives. Demonstrating your ability to coordinate, delegate, and keep everyone on the same page is key to proving you can handle this important aspect of the role.

Example: “Clear communication is essential for maintaining strong relationships between team members and clients. To achieve this, I implement a few strategies to ensure everyone stays informed and on the same page.

Firstly, I establish regular check-ins with both my team and clients through scheduled meetings or conference calls. This provides an opportunity to discuss progress, address concerns, and share updates in real-time. During these interactions, I encourage open dialogue and active listening to foster understanding and collaboration.

Another strategy I employ is utilizing project management tools that allow for transparent tracking of tasks, deadlines, and responsibilities. This ensures all parties have access to up-to-date information and can easily communicate any changes or issues that may arise. Additionally, I make sure to document important decisions and discussions, which can be shared with relevant stakeholders as needed.

These practices not only help maintain clear communication but also contribute to building trust and rapport between team members and clients, ultimately leading to successful outcomes and long-lasting partnerships.”

11. What role does data analysis play in your account management process?

Data analysis is an essential aspect of account management because it helps you measure the success of your strategies, identify trends, and make informed decisions to drive results for your clients. Interviewers want to ensure that you have the skills to make data-driven decisions, optimize your clients’ campaigns, and effectively communicate the value of your work to clients based on analytical insights.

Example: “Data analysis plays a significant role in my account management process, as it helps me make informed decisions and develop targeted strategies for each client. I use data to identify trends, measure the effectiveness of campaigns, and uncover areas for improvement.

For instance, by analyzing key performance indicators (KPIs) such as customer acquisition cost, retention rate, and lifetime value, I can better understand the overall health of an account and tailor my approach accordingly. This might involve adjusting marketing efforts, reallocating resources, or suggesting new initiatives to drive growth. Additionally, data analysis allows me to monitor progress towards goals and provide clients with transparent, quantifiable results, which fosters trust and strengthens our working relationship.”

12. How do you stay up-to-date on industry trends and best practices in account management?

Keeping up with industry trends and best practices is essential for account managers to stay competitive and provide the highest level of service to their clients. By asking this question, interviewers want to know that you’re proactive in your professional development and that you can adapt your approach to changing market conditions. Demonstrating your commitment to staying informed will show that you’re a forward-thinking professional who can bring valuable insights to the company and your clients.

Example: “To stay up-to-date on industry trends and best practices in account management, I make it a priority to regularly engage with various sources of information. First, I subscribe to relevant newsletters and follow industry-leading blogs that provide insights into the latest developments and strategies in account management. This helps me stay informed about new tools, techniques, and approaches that can benefit my clients.

Another way I keep current is by participating in professional networking groups and attending industry conferences or webinars whenever possible. These events offer valuable opportunities to learn from experts, share experiences with peers, and discover emerging trends. Additionally, I invest time in continuous learning through online courses and workshops focused on enhancing my skills as an account manager. This combination of staying informed, engaging with professionals, and pursuing ongoing education ensures that I am always equipped with the most recent knowledge and best practices to effectively serve my clients.”

13. Can you provide an example of a time when you successfully resolved a conflict between a client and your company?

Deftly handling conflicts is a key skill for account managers, as they are the bridge between clients and the company. Interviewers want to know if you can maintain a strong relationship with clients while defending your company’s interests and finding mutually beneficial solutions. Your ability to navigate these delicate situations demonstrates your communication skills, problem-solving abilities, and your commitment to client satisfaction.

Example: “Certainly, there was an instance where one of our long-term clients expressed dissatisfaction with the quality of a recent product delivery. They were considering terminating their contract and switching to another provider. As their account manager, I took immediate responsibility for addressing their concerns.

I first arranged a meeting with the client to discuss the issue in detail and understand their specific pain points. After gathering all necessary information, I collaborated with our internal production team to identify the root cause of the problem and develop a plan to rectify it. We then presented this plan to the client, assuring them that we would not only resolve the current issue but also implement measures to prevent similar occurrences in the future.

The client appreciated our proactive approach and commitment to resolving the situation. Not only did they decide to continue working with us, but they also praised our responsiveness and dedication to customer satisfaction. This experience reinforced the importance of open communication, swift action, and collaboration when managing conflicts between clients and the company.”

14. What steps do you take to onboard new clients and set expectations for the working relationship?

Establishing a strong foundation for client relationships is vital for an account manager, and the onboarding process is when this foundation is laid. Interviewers want to ensure you are proactive, organized, and skilled in setting clear expectations and guidelines from the very beginning. This question allows them to assess your ability to cultivate trust, manage client needs, and ultimately contribute to the success of the company through long-lasting and fruitful partnerships.

Example: “When onboarding new clients, the first step I take is to schedule an introductory meeting or call. During this conversation, I focus on understanding their business goals, challenges, and expectations from our partnership. This helps me tailor our services to meet their specific needs and establish a strong foundation for the working relationship.

After gaining insights into their objectives, I create a detailed onboarding plan that outlines the scope of work, timelines, key milestones, and communication protocols. I then present this plan to the client for review and approval, ensuring we are aligned on expectations and deliverables. Once agreed upon, I introduce them to relevant team members who will be involved in the project, fostering a collaborative environment from the outset.

Throughout the onboarding process, maintaining open lines of communication is essential. I make sure to provide regular updates on progress and address any concerns promptly. This proactive approach not only keeps the client informed but also builds trust and sets the stage for a successful long-term partnership.”

15. How do you measure the success of your account management efforts?

Success in account management is a multifaceted concept, and hiring managers want to know if you can track your performance effectively. They’re looking to see if you understand the importance of setting measurable goals, analyzing key performance indicators (KPIs), and using data to evaluate client satisfaction, revenue growth, and client retention. This question helps them assess your analytical skills and your ability to adapt strategies based on the results you observe.

Example: “Measuring the success of my account management efforts involves a combination of quantitative and qualitative metrics. On the quantitative side, I track key performance indicators (KPIs) such as client retention rate, revenue growth, upselling or cross-selling opportunities, and customer satisfaction scores. These KPIs provide me with tangible data to assess how well I am managing my accounts and meeting their needs.

On the qualitative side, I pay close attention to the feedback I receive from clients during meetings, calls, and email exchanges. This helps me gauge their overall satisfaction with our services and identify any areas where improvements can be made. Additionally, I maintain open communication channels with internal teams to ensure that we are delivering on our promises and addressing any concerns raised by clients in a timely manner. Ultimately, the success of my account management efforts is reflected in long-lasting relationships with satisfied clients who trust us as partners in achieving their business goals.”

16. Describe a time when you had to negotiate contract terms with a client.

Negotiation skills are a key aspect of an account manager’s role. They often have to find a balance between meeting clients’ needs and expectations while still maintaining the company’s best interests. The interviewer wants to hear about your ability to navigate these discussions, reach mutually beneficial agreements, and maintain positive relationships with clients even in challenging circumstances.

Example: “I recall a situation where I was working with a long-term client who wanted to renew their contract but requested significant changes in terms, including a substantial discount on our services. My goal was to maintain the relationship while ensuring that the new agreement remained profitable for our company.

I began by thoroughly reviewing the client’s history and identifying areas where we had provided exceptional value beyond the original scope of work. During negotiations, I highlighted these accomplishments and emphasized our commitment to delivering high-quality service. Additionally, I presented alternative solutions that would allow us to meet the client’s budget constraints without compromising our profitability, such as adjusting the project timeline or offering bundled services at a discounted rate.

After several discussions, we reached an agreement that satisfied both parties. The client appreciated our flexibility and willingness to find a mutually beneficial solution, which ultimately strengthened our business relationship. This experience taught me the importance of effective communication, understanding clients’ needs, and finding creative ways to address challenges during negotiations.”

17. What techniques do you use to retain clients and minimize churn?

Client retention is a critical aspect of an account manager’s role, as they are the bridge between the company and its clients. Interviewers want to see that you have proven strategies and methods to build strong relationships, address clients’ needs, and maintain their loyalty. By minimizing churn, you contribute to the company’s overall success and profitability, so your answer to this question is essential in showcasing your value as an account manager.

Example: “To retain clients and minimize churn, I focus on building strong relationships and providing exceptional service. First, I make sure to understand each client’s unique needs and goals by conducting regular check-ins and actively listening to their concerns. This helps me tailor our services to meet their expectations and demonstrate that we genuinely care about their success.

Another technique I employ is proactive communication. I keep clients informed of any updates or changes in the project, as well as sharing relevant industry news and insights. This not only showcases our expertise but also fosters trust and transparency. Additionally, I closely monitor key performance indicators (KPIs) to identify potential issues early on and address them before they escalate into bigger problems. If a client does express dissatisfaction, I take immediate action to resolve the issue and ensure it doesn’t recur.

These strategies have proven effective in retaining clients and minimizing churn, as they create an environment where clients feel valued, supported, and confident in our ability to help them achieve their objectives.”

18. How do you collaborate with other departments within your organization to meet client needs?

Collaboration is an essential skill for an account manager, as it enables you to ensure clients receive the best possible service. Knowing how you work with other departments, such as marketing, sales, and product teams, demonstrates your ability to navigate internal relationships and coordinate resources to achieve client satisfaction and drive business success.

Example: “As an Account Manager, effective collaboration with other departments is essential to meet client needs and ensure their satisfaction. I start by maintaining open lines of communication with key stakeholders from various teams, such as sales, marketing, product development, and customer support.

When a client has specific requirements or faces challenges, I first gather all necessary information and then reach out to the relevant department to discuss potential solutions. For instance, if a client requests a new feature in our product, I would collaborate with the product development team to assess feasibility and timelines. Similarly, if there’s a need for promotional materials, I’d work closely with the marketing team to create targeted content that aligns with the client’s objectives.

Throughout this process, I make sure to keep everyone informed about the progress and any changes in the client’s expectations. This collaborative approach not only helps us address client needs efficiently but also fosters strong relationships between departments, ultimately contributing to the overall success of the organization.”

19. What key performance indicators (KPIs) do you monitor to evaluate account health?

Measuring account health is essential for account managers, as it helps to track progress and ensure client satisfaction. By asking you about KPIs, interviewers want to know if you have the analytical skills and experience necessary to monitor and assess the performance of your accounts. This will help them determine if you can effectively manage client relationships and contribute to the company’s growth and success.

Example: “As an Account Manager, I monitor several KPIs to evaluate account health and ensure client satisfaction. The first key indicator is revenue growth, which helps me assess whether the account is expanding and generating increased profits for both the client and our company. Another important KPI is customer retention rate, as it reflects the effectiveness of our strategies in maintaining long-term relationships with clients.

I also pay close attention to the Net Promoter Score (NPS), which measures client satisfaction and their likelihood to recommend our services to others. This metric provides valuable insights into how well we are meeting client expectations and areas where we can improve. Additionally, I track the average response time for addressing client inquiries or resolving issues, as prompt communication is essential for maintaining strong relationships and ensuring client satisfaction. Monitoring these KPIs allows me to proactively address any potential concerns and continuously optimize our account management strategies.”

20. How do you handle competing priorities from different clients?

When assessing your ability to thrive as an account manager, interviewers want to know that you can effectively juggle multiple clients and their unique needs. This question highlights your time management skills, organizational abilities, and understanding of how to prioritize tasks to ensure client satisfaction and meet deadlines. It’s an opportunity for you to demonstrate your ability to remain level-headed and resourceful in the face of competing demands.

Example: “As an account manager, handling competing priorities is a common challenge. To effectively manage these situations, I rely on clear communication and efficient time management strategies. First, I maintain open lines of communication with all clients to understand their needs and expectations. This allows me to prioritize tasks based on urgency, importance, and deadlines.

When faced with conflicting demands, I assess the situation and determine if it’s possible to meet both clients’ needs within the given timeframe. If not, I communicate proactively with the affected client, explaining the situation and offering alternative solutions or revised timelines. This transparency helps build trust and ensures that clients feel valued even when adjustments are necessary. Additionally, I continuously refine my organizational skills and utilize project management tools to stay on top of multiple projects and deliver results for each client.”

21. Describe a time when you identified an opportunity for growth within an existing client account.

Account managers are expected to nurture client relationships and drive business growth. By asking about your experience identifying growth opportunities within existing accounts, interviewers want to gauge your ability to think strategically, recognize potential areas of expansion, and effectively communicate those ideas to clients. It demonstrates your proactive approach to account management and your commitment to the ongoing success of your clients.

Example: “During my tenure as an account manager at a digital marketing agency, I was responsible for managing the relationship with one of our key clients in the retail industry. While reviewing their monthly performance reports, I noticed that although they were achieving good results from their current campaigns, there was potential to expand into new channels and target additional customer segments.

I conducted thorough research on the client’s industry trends and competitors’ strategies, identifying opportunities in social media advertising and influencer marketing. After preparing a detailed proposal outlining the benefits and expected outcomes, I presented it to the client during our next meeting. They appreciated my proactive approach and agreed to test these new initiatives.

The implementation of these new strategies resulted in a significant increase in brand awareness and sales for the client, leading to a 25% growth in revenue within six months. This success not only strengthened our relationship with the client but also demonstrated the value of continuously seeking growth opportunities within existing accounts.”

22. How do you approach setting goals and objectives for each client account?

Hiring managers want to understand your thought process and strategic approach when it comes to managing client relationships. Goal-setting is a critical component of account management, as it helps to align expectations and ensure all parties are working towards a common objective. Your answer will provide valuable insight into your ability to analyze, prioritize, and deliver results for your clients in a structured and organized manner.

Example: “When setting goals and objectives for each client account, I first ensure that I have a thorough understanding of the client’s business, their industry, and their specific needs. This involves conducting research, analyzing past performance data, and engaging in open communication with the client to identify their expectations and priorities.

With this information, I work collaboratively with the client to establish SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals that align with their overall business objectives. These goals may include increasing sales, improving customer retention, or expanding market share. Once we’ve agreed upon the goals, I develop a tailored strategy and action plan to achieve them, which includes assigning responsibilities within my team, setting milestones, and establishing key performance indicators (KPIs) to track progress. Regularly reviewing these KPIs and adjusting our approach as needed ensures that we stay on track towards achieving the set goals and delivering value to the client.”

23. What strategies do you employ to ensure client satisfaction and loyalty?

Client satisfaction and loyalty are the cornerstones of success for an account manager. Interviewers want to know that you have the skills and experience to keep clients happy, foster long-lasting relationships, and contribute to the company’s growth. They’re looking for insights into your communication style, your ability to anticipate client needs, and your problem-solving techniques when issues arise. By sharing your strategies, you demonstrate your commitment to delivering exceptional client experiences.

Example: “To ensure client satisfaction and loyalty, I focus on building strong relationships and delivering consistent value. First, I make it a priority to understand each client’s unique needs, goals, and expectations by actively listening and asking insightful questions during our initial meetings. This helps me tailor my approach and align our services with their objectives.

Once I have a clear understanding of the client’s requirements, I maintain regular communication through scheduled check-ins, progress updates, and prompt responses to any inquiries or concerns they may have. This open line of communication allows me to address issues proactively and demonstrate that we are committed to their success.

Furthermore, I collaborate closely with internal teams to ensure timely delivery of high-quality work that meets or exceeds the client’s expectations. I also seek feedback from clients after project completion to identify areas for improvement and implement necessary changes. Ultimately, these strategies help foster trust, satisfaction, and long-term loyalty among our clients.”

24. Have you ever had to manage a client through a company crisis or PR issue? If so, how did you handle it?

Navigating a company through a crisis or PR issue is a test of an account manager’s problem-solving and relationship management skills. Interviewers ask this question to gauge your ability to remain calm under pressure, communicate effectively with clients, and find solutions that protect both the client’s interests and your company’s reputation. Demonstrating your experience and approach in such situations is vital to showing your competency in handling high-stakes challenges.

Example: “Yes, I have experienced managing a client through a company crisis. In one instance, our client faced negative publicity due to a product recall issue. My first step was to immediately communicate with the client and acknowledge their concerns. Transparency and open communication were key in maintaining trust during this challenging time.

I worked closely with our internal teams, including PR and legal departments, to develop a comprehensive action plan that addressed the issue at hand. This included crafting appropriate messaging for public statements, creating a timeline for corrective actions, and setting up regular check-ins with the client to keep them informed of our progress. Throughout the process, I made sure to be proactive and responsive to the client’s needs, ensuring they felt supported and confident in our ability to manage the situation effectively. Ultimately, we were able to successfully navigate the crisis and maintain a strong relationship with the client.”

25. How do you balance the needs of your clients with the goals and objectives of your organization?

Finding the sweet spot between client satisfaction and company success is a key skill for an account manager. Interviewers want to know if you can effectively manage client expectations while ensuring the organization’s objectives are met. Your ability to navigate this delicate balance demonstrates your adaptability, strategic thinking, and commitment to both sides of the equation—qualities that are highly valued in account management roles.

Example: “Balancing the needs of clients with organizational goals is a critical aspect of being an effective Account Manager. To achieve this balance, I prioritize open communication and collaboration between all parties involved.

When working with clients, I make sure to listen carefully to their needs and expectations while also keeping them informed about our organization’s capabilities and limitations. This transparency helps build trust and ensures that we are on the same page regarding project objectives and deliverables.

Internally, I maintain regular communication with my team members and other departments to ensure that everyone understands the client’s requirements and how they align with our company’s goals. If there is any conflict or misalignment, I proactively address it by discussing potential solutions with both the client and my team, always striving for a win-win outcome. Ultimately, this approach allows me to effectively manage client relationships while ensuring that our organization achieves its strategic objectives.”

26. Describe a time when you had to deliver bad news to a client. How did you approach the situation?

The essence of an account manager’s role is to foster and maintain strong relationships with clients. Interviewers want to know how you handle uncomfortable situations and deliver bad news, as this is a skill that can make or break a client’s trust. Your approach to such scenarios reflects your ability to maintain professionalism, empathy, and problem-solving skills while preserving a positive relationship with the client.

Example: “I recall a situation where I had to inform a long-term client that their requested feature addition would not be included in the upcoming software release due to technical constraints. Knowing that this news would disappoint them, I first gathered all relevant information and explored alternative solutions before reaching out.

When delivering the bad news, I started by acknowledging the importance of the requested feature for their business operations and expressed my understanding of their expectations. Then, I clearly explained the technical limitations we encountered during development and how it impacted our ability to include the feature in the current release.

To demonstrate our commitment to addressing their needs, I presented an alternative solution that could partially meet their requirements until the next release. Additionally, I assured them that their request was prioritized for future development and provided a realistic timeline for its implementation. This transparent and empathetic approach helped maintain trust with the client while effectively managing their disappointment.”

27. What role does social media play in your account management strategy?

Social media is an essential tool in today’s business landscape, and hiring managers want to know if you recognize its value in account management. Your ability to leverage social media platforms for client engagement, relationship-building, and brand awareness demonstrates your adaptability and understanding of the evolving digital landscape. Your response to this question will help the interviewer gauge your ability to use modern communication channels effectively to support your client’s needs and drive success.

Example: “Social media plays a significant role in my account management strategy, as it allows me to stay informed about clients’ activities and industry trends. I follow my clients on various platforms to gain insights into their latest product launches, marketing campaigns, and customer feedback. This helps me proactively address any potential issues and identify opportunities for collaboration or upselling.

Moreover, social media enables me to monitor competitors and gather valuable information that can inform our strategies. For instance, by analyzing successful campaigns from other companies in the same industry, we can adapt and implement similar tactics to benefit our clients. In summary, leveraging social media is an essential aspect of modern account management, allowing me to better understand and serve my clients while staying ahead of the competition.”

28. Can you provide an example of a time when you successfully managed a high-stakes project for a client?

Hiring managers want to see how you handle pressure and responsibility, especially in a role like account management where you’ll be directly responsible for meeting client expectations. By asking for a specific example, interviewers can assess your problem-solving skills, ability to adapt, and communication style—all of which are essential traits for a successful account manager. They want to ensure that you can deliver results under challenging circumstances while maintaining strong relationships with clients.

Example: “Certainly, I once managed a project for a major client who was launching a new product line and needed our agency to develop an integrated marketing campaign within a tight deadline. The stakes were high as the success of this launch would significantly impact their market share and revenue.

I began by assembling a cross-functional team with expertise in various areas such as creative design, content development, digital marketing, and public relations. We held a kickoff meeting where we discussed the client’s objectives, target audience, and key performance indicators (KPIs). This helped us align our efforts and establish clear expectations from the outset.

Throughout the project, I maintained open communication channels between the client and our team, ensuring that everyone stayed informed about progress, challenges, and any changes in scope. I also closely monitored the timeline and budget, making adjustments when necessary to keep the project on track. In the end, we delivered the campaign on time and within budget, which resulted in a successful product launch for the client. They experienced a significant increase in sales and brand awareness, leading to a long-term partnership with our agency.”

29. How do you stay organized and manage your time effectively as an Account Manager?

Time management and organization are critical skills for an Account Manager, given the need to juggle multiple clients, projects, and deadlines simultaneously. Interviewers ask this question to ensure that you’re capable of prioritizing tasks, keeping track of client details, and efficiently managing your workload. Demonstrating your ability to stay organized and on top of your tasks ultimately reflects your commitment to providing excellent service to your clients – a key attribute for any successful Account Manager.

Example: “As an Account Manager, staying organized and managing time effectively is essential for meeting client expectations and maintaining strong relationships. I rely on a combination of digital tools and personal habits to achieve this.

I use project management software to track tasks, deadlines, and progress for each account. This allows me to prioritize my workload and allocate sufficient time for each task. Additionally, I maintain a detailed calendar with reminders for meetings, follow-ups, and important milestones. This helps me stay on top of my schedule and ensures that nothing slips through the cracks.

To further enhance my time management skills, I’ve developed the habit of setting aside dedicated blocks of time for specific tasks, such as responding to emails or making phone calls. This approach minimizes distractions and enables me to focus on one activity at a time, ultimately increasing my productivity and ensuring that all aspects of my accounts are well-managed.”

30. In your opinion, what are the most important qualities for an Account Manager to possess?

Finding the right candidate involves identifying someone who understands the key qualities required for success in account management. By asking about your perspective on these qualities, interviewers can gauge your awareness of the role’s demands and your ability to prioritize certain traits. They want to ensure you have the right mindset, can effectively manage client relationships, and contribute to the company’s success.

Example: “I believe that the most important qualities for an Account Manager to possess are strong communication skills, adaptability, and a customer-centric mindset. Communication is key in building trust with clients and ensuring their needs are understood and met effectively. This includes active listening, clear articulation of ideas, and timely follow-ups.

Adaptability is essential because client requirements and market conditions can change rapidly. An Account Manager must be able to adjust strategies and tactics accordingly while maintaining focus on achieving the client’s goals. A customer-centric mindset ensures that the Account Manager always prioritizes the best interests of the client, fostering long-term relationships and driving success for both parties.”

30 Executive Interview Questions and Answers

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The 6 Key Traits of Highly Effective Account Managers

Jami Oetting

Updated: May 08, 2020

Published: April 21, 2016

Why working as an account manager is no easy task

An account manager focuses on maintaining the agency-client relationship by working with the client to develop a business strategy that will fulfill their needs. Everybody wants something from them -- now. Some account managers are analytical geniuses. Others are charming extroverts. Regardless of style, there are effective skills account managers should possess. The most effective account managers possess a wide variety of skills.

account-manager-2.png

According to the Marketing Agency Growth Report 2018 , 12% of agencies feel one of their greatest struggles is retaining employees. One reason for a high turnover rate is lack of faith in management. Here are six key strengths we believe every effective account manager should have.

Free Access: Strategic Account Planning Template

6 Key Strengths of an Account Manager

  • Recognizes their Constituencies
  • Communicates Well
  • Sees the Forest from the Trees
  • Gets Their Hands Dirty
  • Avoids A Cookie Cutter Approach
  • Earns Respect

1) Recognizes all their constituencies

Serving clients is important. Critical. But the top-notch account managers get that clients are merely one of their constituencies. First among equals perhaps, but still only one group of stakeholders. Account managers also have to meet the expectations of the agency's senior management. Then of course, there are the agency's team members -- those folks we call the "revenue generators."

That's a lot of people, expectations, and needs for an account manager to balance, which is why we list this trait first. Effective account managers apply every other trait listed here on all the communities they serve.

Why this matters: Think of clients, senior management, and team members as legs of a stool. If any single leg is getting short shrift, the entire enterprise is thrown off balance.

2) Communicates well

Communication is sharing and listening. Top notch account managers constantly and consistently share the important information, whether that's campaign updates to clients, client insights to team members to use in campaigns, or the state of account health to senior management.

They also listen  more than they talk . They ask questions to learn what's really going on. And they don't just wait for someone to decide to talk to them. Account managers are genuinely concerned with everyone's success. They pro-actively dig into issues and get people to share with them.

Why this matters: No one likes surprises. Constant communication means expectations, priorities, and goals are clear to everyone.

3) Sees the Forest from the Trees

Effective account managers hold a breadth of meaningful information, regarding both the big picture and the minutiae. They understand all their clients' different marketing and business goals. They also know where teams are in executing those campaigns and how campaigns are performing, down to key metrics. They can quantify the value their agency is providing the client, as well as the value of the client to the agency .

Even if the account manager can't hold each data point in her head -- she knows where to find it quickly.

Why this matters: Knowledge is power. Productive, persuasive account managers identify leading metrics to head off challenges before they become problems. They can share successes in real time. Knowing in detail what's going on really helps with the whole communicating well thing.

4) Gets their hands dirty

The best account managers didn't just jump into the client and project management side of agency work. They spent years on the front lines, creating and executing marketing campaigns. They have a track record that gives them credibility and perspective.

They "keep" their hands dirty by staying current in marketing trends and their clients' industries. They get into the trenches with team members to understand how they're working and where their challenges are.

Why this matters: Account managers can't speak with authority without first having earned trust and confidence. Any account manager who wants to be taken seriously can't helicopter in and out.

5) Avoids a cookie-cutter approach

Because the effective account managers have deep knowledge and experience, they don't retread the same campaigns for every client. They take the time to learn about each client individually, their industry, the pain points, personas, messages, and goals. They lead, rather than manage , their clients. 

And since they work to maintain their level of expertise in the constantly changing world of marketing, they're well positioned to get creative so their clients stand out in a crowded field.

Why this matters: Because your agency has to stand out as well. A creative account manager validates your agency as a source of expertise that isn't restricted to re-running the same campaigns each quarter.

6) Earns Respect

Respect is the foundation of a good relationship. Account managers who can move people to action first take the time to get know them in an authentic and personal way.

An account manager who builds strong, genuine relationships with people can protect a team from getting committed beyond capacity. He understands the internal concerns and motivations of different people on the client side.

Why this matters: When an account manager has rapport and trust, he has more influence with teams and clients. This can translate into anything from keeping the client happy with a realistic production schedule to securing needed resources for the team.

Effective Account Managers Grow Accounts

These traits are especially valuable because they do more than help an account manager successfully manage the day to day.

When combined, these account managers are valued partners who see the opportunities where your agency can provide more value to clients. In turn, they are able to then coax more budget from clients to expand the exisiting relationships.

Clients want partners. The most effective account managers make sure clients know they've got one in your agency.

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Account Manager

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What Is an Account Manager? How to Become One, Salary, Skills.

An account manager takes over new customers brought in by account executives . They build relationships with existing customers, serving as the main points of contact for any issues or questions. Here’s what to know about an account manager’s salary, needed skills and how to become one.

What Is an Account Manager?

An account manager is an entry- to mid-level professional who supports the needs of existing customers. Depending on the position, account managers may provide technical support , business suggestions and other forms of customer service .

What Do Account Managers Do?

Account managers cultivate relationships with existing customers by being go-to liaisons between a company and its customers. They address questions and concerns, ensuring customers remain satisfied with a service or product.

Account Manager Responsibilities

  • Maintain positive business relationships with existing customers. 
  • Explore upselling and other methods for maximizing sales . 
  • Monitor account budgets and provide timely business solutions to customers. 
  • Track industry activity and competitor strategies. 
  • Train junior account managers on how to handle accounts.

Day-to-Day Responsibilities of an Account Manager

  • Respond to customer inquiries and resolve any issues or complaints. 
  • Meet with customers to negotiate new contracts and discuss possible upgrades.
  • Compile reports on account metrics and develop sales forecasts . 
  • Meet with higher-level sales leaders to review account progress and projected sales.

Account Managers Within a Company

Account managers may function as entry-level or mid-level professionals, with more senior account managers training their junior-level counterparts. They work in the sales department, taking over customers for account executives and often reporting to a director of account management. Because their focus is on customer retention , account managers work solely with existing customers. Account executives are responsible for attracting new customers.

Importance of Account Managers

Account managers are who existing customers go to with questions, concerns and complaints about products, services or contracts. Those who can resolve issues earn the trust of customers and maintain their business. Without account managers, companies would struggle to retain customers and face financial challenges in the long run.

What Skills Are Needed to Be an Account Manager?

Qualifications to be an account manager.

  • Knowledgeable in upselling, cross-selling and other sales strategies.
  • Experience serving in customer and technical support roles. 
  • Proven success handling multiple customer accounts. 
  • Expertise in analyzing financial trends and providing business solutions.  
  • Fluent in latest sales technologies and software.

Account Manager Prerequisites

  • Bachelor’s degree in business, marketing , communications or a related field.
  • Master’s degree in business, marketing or accounting for higher-level roles.
  • One to five years of work experience in relevant positions. 
  • Account management and sales certifications to strengthen credentials.

Account Manager Hard Skills

  • Mastery of sales strategies and techniques. 
  • Ability to upsell, cross-sell and employ other methods for increasing sales. 
  • Knowledge of financial and data analysis . 
  • Business and financial savvy. 
  • Experience in customer service and technical support. 
  • Familiar with sales software, intelligence tools and other technologies.

Account Manager Soft Skills

  • Sound judgment and patience. 
  • Strong persuasive skills and techniques.  
  • Excellent negotiation skills. 
  • Problem-solving and troubleshooting skills.  
  • Analytical approach to situations.

Tools and Programs Account Managers Use

  • Sales intelligence software like LinkedIn Sales Navigator and ZoomInfo. 
  • CRM systems like Salesforce Sales Cloud and HubSpot. 
  • Database tools like Airtable and Excel. 
  • Online meeting platforms like Microsoft Teams and Zoom.

How to Become an Account Manager

Account manager education and experience.

Account managers often possess a bachelor’s degree in business, accounting, communications, marketing or a related field. Upon graduation, most professionals work one to five years in other entry-level roles before becoming account managers. Examples of initial roles include inside sales representative and customer service representative. To better position themselves for higher-level opportunities, some professionals earn their master’s in business, marketing or accounting.  

Account Manager Certificates and Courses

  • Sales training programs and courses. 
  • Account management courses focused on sales skills. 
  • Sales leadership certifications like this sales management course .
  • Negotiation courses and other sales-related courses.

Account Manager Career Path

While account manager roles can be entry-level, many account managers start out working as customer service representatives , inside sales representatives and similar entry-level positions. Top-performing account managers can work their way up to higher-level roles like senior account manager or account director. It may take two to five years to earn a promotion for these roles.

Account Manager Salary and Job Outlook

Account managers fall under the sales manager category, and this area is set to make job gains in the next decade. According to the Bureau of Labor Statistics, the number of sales managers is projected to increase by 5 percent between 2021 and 2031. 

The full compensation package for an account manager depends on a variety of factors, including but not limited to the candidate’s experience and geographic location. See below for detailed information on the average account manager salary.

Careers Related to Account Manager

Related sales jobs, companies hiring account managers, related sales careers.

Kapta

5 Common Pain Points of Key Account Management

Challenges in Account Management

Key Account Managers have a difficult job. They’re inundated with contacts, contracts, and more. They’re under pressure to please both their clients and their C-suite. And unlike their counterparts in sales and marketing, Key Account Managers don’t always have the purpose-built technology tools they need to make their lives easier.

That’s where Kapta comes in. Kapta reduces guess work and busy work so Account Managers can do the work that matters: Building great relationships.

Below are 5 common pain points most Key Account Managers have faced at some point in their career, and how Kapta can help prevent them.

1) Being Reactive — Not Proactive

Often, Account Managers are so caught up with day-to-day busy work that they don’t have time or energy to talk strategy with their customers. Without a solid, up-to-date understanding of what clients are trying to achieve, it’s easy to get caught on your heels and miss opportunities to add value.

Kapta streamlines daily Account Management tasks, helping free up more time for strategic, proactive thinking. Kapta also provides a framework for understanding customers’ goals, needs, and expectations, so you and your team keep the big picture in mind, even when the daily stuff gets busy.

Being Reactive — Not Proactive

2) Unpleasant Surprises

We’ve all been there: A client seems satisfied. Everything seems fine. Then, out of nowhere, they call your boss to complain—or worse, they end the relationship.

The thing is: It’s never actually out of nowhere. Kapta acts as an extra set of eyes on every account, flagging potential issues early while making sure you ask the right people the right questions to get a real-time sense of account health and client satisfaction. Kapta also helps you improve client communication so you can address feedback long before a crisis occurs.

Unpleasant Surprises

3) Inconsistent Processes

Most Account Managers have great instincts and experience, but that’s not enough. Clear and consistent KAM processes are essential for customers, Account Managers, and other internal teams.

Kapta provides both a process and a platform for Key Account Management, so you can standardize and scale your internal approach. This makes it easier to onboard new employees and new clients, transition seamlessly if someone leaves or changes roles, and create clear expectations for everyone involved. Adding process and platform to instincts and experience is a truly powerful combination.

Inconsistent Processes

4) Ad-Hoc Technology

Many Account Management teams are still using multiple, ad-hoc software tools: CRM for contacts. Spreadsheets for budgets. Emails for contact reports. Even though Key Accounts can represent 70-80% of the company’s revenues, they are supported by technologies and tools that were built for other departments.

Kapta was designed specifically for Key Account Managers, helping them capture key client information, create action plans, and track real-time results. Kapta integrates seamlessly with CRM, Slack, and other platforms, synching information to avoid double-entry while still ensuring Key Account Managers have technology built just for them.

Ad-Hoc Technology

5) Being a Vendor — Not a Partner

The problem with being a vendor is that vendors are easy to replace. There’s always someone who will offer to do the job better, faster, or cheaper—and if your clients aren’t truly engaged with you, they’ll always be vulnerable to those messages.

Kapta helps make you indispensable to clients, by knowing them better than anyone, helping them meet their business goals, and showing them real results. Kapta is designed to help you build engagement with your clients, so they’re not only less vulnerable to competitive offers, but also open to taking on more initiatives with you. After all, vendors are assigned work, but strategic partners help create it.

5) Being a Vendor — Not a Partner

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These are some of the most common problems that Key Account Management teams face – and they’re the exact issues Kapta was designed to solve. Sign up for a demo today and see how we can help you take KAM to the next level.

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problem solving for account manager

12 Strategic Account Manager Skills: Definition and Examples

In order to be a successful strategic account manager, there are a few skills that are essential. This article will provide definitions for 12 of those skills, including relationship building, communication, and problem solving. With a better understanding of these skills, you can start honing your own and become a strategic account manager that clients can rely on.

Strategic Account Manager Resume Example

Strategic Account Manager Skills

Communication, organization, negotiation, problem solving, time management, customer service, business development, financial analysis, project management.

The ability to communicate effectively is essential for any strategic account manager. They need to be able to clearly articulate their vision and goals to their team, as well as build relationships with key stakeholders. This skill is important in order to gain buy-in from others, and ultimately achieve success.

Organization is the ability to keep track of multiple tasks and priorities at the same time. As a strategic account manager, you need to be able to juggle multiple projects and deadlines simultaneously. This skill will help you stay on top of your work and meet your goals.

Negotiation is the process of reaching an agreement between two or more parties. It is a key skill for account managers, as they often need to negotiate with clients on behalf of their company. Negotiation involves understanding the needs and interests of all parties involved, and finding a solution that is acceptable to everyone.

Persuasion is the ability to convince others to see things your way or take action. As a strategic account manager, you'll need this skill to build relationships with key decision-makers at your client's organization and get them to buy into your recommendations.

Strategic account managers need to be able to solve problems quickly and efficiently in order to keep their clients happy and maintain a good working relationship. They need to be able to identify problems, brainstorm potential solutions, and then implement the best solution.

Time management is a critical skill for any strategic account manager. In order to be successful, they need to be able to juggle multiple tasks and priorities at once, and ensure that each account is getting the attention it needs. Time management skills will help them to stay organized and on track, while still being able to provide quality service to their clients.

Customer service is the ability to provide excellent customer service. This includes being able to deal with difficult customer service inquiries and complaints, providing accurate information about products and services, and resolving customer service issues in a timely and efficient manner. Excellent customer service skills are essential for any business that wants to retain its customers and grow its customer base.

The ability to manage accounts strategically is critical for any sales manager. This skill allows you to identify and assess the needs of your customers, develop relationships with key decision-makers, and create customized solutions that address their specific challenges. By doing so, you can not only win new business, but also retain and grow existing accounts.

Marketing is the process of creating value for a company through the creation and distribution of products or services. A strategic account manager needs marketing skills to be able to create and communicate value to their clients. Marketing skills are also necessary to understand and manage customer relationships.

Strategic account managers are responsible for developing and maintaining relationships with key accounts. They work closely with account managers and other members of the sales team to identify new business opportunities and develop strategies for pursuing them.

A successful strategic account manager must be able to understand the needs of their clients and identify new business opportunities. They must also be able to develop and implement sales strategies that will result in long-term relationships with key accounts.

A financial analysis is a review of an organization's financial statements, typically conducted by an external party such as an investor or creditor. The purpose of a financial analysis is to provide insights into an organization's financial health and performance. Financial analyses can be used to assess past performance, identify trends, and make future projections.

Project management is the process of planning, executing, and monitoring projects. It is a critical skill for strategic account managers because they need to be able to effectively manage multiple projects at once and ensure that they are completed on time and within budget.

How to improve strategic account manager skills

Strategic account managers play a vital role in the success of any organization. They are responsible for developing and managing relationships with key clients, and for ensuring that these clients receive the best possible service and support. In order to be successful, strategic account managers need to possess a number of skills.

Some of the most important skills for a successful strategic account manager include:

1. Communication: Strategic account managers need to be able to effectively communicate with both their clients and their colleagues. They need to be able to clearly articulate the goals and objectives of their organization, and they need to be able to build strong relationships with their clients.

2. Negotiation: Strategic account managers need to be skilled negotiators. They need to be able to negotiate favorable terms for their organization, and they need to be able to resolve conflicts between their clients and their organization.

3. Problem solving: Strategic account managers need to be able to quickly identify and solve problems. They need to be able to think on their feet and come up with creative solutions to challenges that their clients may face.

4. Time management: Strategic account managers need to be able to manage their time effectively. They need to be able to prioritize their tasks and ensure that their clients receive the attention they deserve.

5. Organization: Strategic account managers need to be highly organized individuals. They need to be able to keep track of multiple projects and deadlines, and they need to be able to maintain a high level of accuracy in their work.

By possessing these skills, strategic account managers can position themselves for success within their organizations. By developing strong relationships with their clients, they can ensure that their clients receive the best possible service and support. And by being skilled negotiators, they can help their organizations secure favorable terms and conditions.

How to highlight strategic account manager skills

As a Strategic Account Manager, you will be responsible for developing and executing account plans to drive growth within your assigned accounts. In order to be successful in this role, you will need to have strong relationship-building skills and be able to effectively communicate with customers at all levels. You should also be able to think strategically and identify opportunities for growth within your accounts.

On a resume

In order to highlight your skills as a Strategic Account Manager on your resume, you should list any relevant experience that you have in the field. You should also list any relevant skills that you have that would make you a good fit for the position. Finally, you should list any relevant education or training that you have that would be beneficial for the position.

In a cover letter

In your cover letter, be sure to highlight your skills as a Strategic Account Manager. Include your experience working with clients, developing relationships, and managing accounts. Describe your ability to think strategically and identify opportunities for growth. Emphasize your ability to work independently and take initiative. Be sure to detail your successes in previous roles in order to demonstrate your value as a Strategic Account Manager.

During an interview

When interviewers ask about your skills as a Strategic Account Manager, be sure to emphasize your ability to think strategically, plan long-term goals, and manage important relationships. You might describe a time when you successfully identified and capitalized on an opportunity for your company. Be sure to highlight your ability to work independently and take the initiative to solve problems.

Related Career Skills

  • Strategic Planning Manager
  • Strategic Sourcing Manager
  • Strategic Planning Analyst
  • Strategic Planner
  • Strategic Consultant
  • Accounts Payable Manager

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CAREER PATHWAYS

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What is an Account Manager and How to Become One

By Oluwadamilola Osisanya

Published: February 15, 2024

Have you ever wondered what it takes to become the bridge between a company and its clients, mastering the art of client satisfaction and business growth? The journey to becoming an account manager, a role pivotal in shaping business success, is fraught with questions about the necessary skills, education, and experience. Dive into our guide as we unravel the essentials of what an account manager does and lay out a step-by-step path to launching your career in this dynamic and fulfilling field.

Career Summary

Account manager salary.

Account Manager Salary

Knowing the account manager salary across various experience levels offers insight into the financial aspect of this career path.

The account manager salary can vary widely, but here are the average figures according to Glassdoor :

  • Entry-Level : US$ 73,000
  • Median : US$ 96,000
  • Senior : US$ 128,000

All account managers receive a higher salary when compared to the national average, which is $59,428 according to Forbes .

What is an Account Manager?

An account manager is a professional role within companies, particularly in the sales, marketing, and service sectors, focused on managing and nurturing a company’s relationships with its clients . 

They are responsible for maintaining high customer satisfaction, meeting client’s needs and expectations, and working closely with other departments to deliver products or services efficiently.

What does an Account Manager do?

So, the next question is: What does an account manager do exactly? The responsibilities of account managers include understanding client needs, developing strategic solutions to meet those needs, coordinating with internal teams to deliver services or products, and conducting regular check-ins to ensure client expectations are met. 

They play a crucial role in retaining existing clients and potentially increasing sales by identifying opportunities for upselling or cross-selling.

Account Manager Career Progression

  • Junior Account Manager : In this entry-level position, your focus will be on supporting senior account managers, learning the basics of client relationship management, and assisting with day-to-day account operations.
  • Account Manager : You will manage and nurture relationships with assigned clients, understand their needs, and ensure the delivery of services or products to meet those needs.
  • Senior Account Manager : In this role, you will take on larger, more complex accounts, demonstrating advanced problem-solving and strategic planning abilities. You might also mentor junior team members.
  • Key Account Manager : As a key account manager, you will specialize in managing a company’s most important clients. You will also work to maintain a strong relationship and in-depth understanding of key accounts’ strategic needs and ensure their long-term satisfaction and loyalty.
  • Account Director : You will oversee multiple account managers, ensuring client satisfaction across a broader portfolio. You will also be involved in strategic decision-making and high-level planning to achieve long-term objectives.

Account Manager Career Progression

Best Aspects of Working as an Account Manager

  • Opportunity to build strong, long-lasting relationships with clients.
  • Dynamic role with diverse tasks and challenges that prevent monotony.
  • Access to performance-based bonuses and incentives.
  • Opportunities for creative problem-solving and strategic thinking.
  • Collaboration with a variety of departments within an organization.

Worst Aspects of Working as an Account Manager

  • High stress levels due to constant pressure to meet sales targets.
  • Long and irregular working hours, often extending into evenings and weekends.
  • Conflicts and difficult conversations when client expectations do not align with company capabilities or policies.
  • Juggling multiple client accounts simultaneously can be overwhelming.
  • Limited control over external factors, such as product issues or service delays.

Essential Account Manager Skills

  • Relationship Building
  • Strategic Thinking 
  • Problem-Solving
  • Negotiation Skills
  • Time Management

Popular Account Manager Specialties

  • Sales Account Management
  • Key Account Management
  • Digital Account Management
  • Technical Account Management
  • Advertising Account Management 
  • Strategic Account Management

How to Become an Account Manager

Account Manager 5 Steps to Career

Education and practical experience serve as foundational pillars in the journey to becoming a successful account manager, highlighting the importance of understanding exactly what is an account manager and the competencies required for success in this role.

A solid educational foundation is pivotal in equipping aspiring account managers with the essential skills and knowledge required to excel in this dynamic and client-focused role.

Do I need a degree to become an Account Manager?

Yes, to become an account manager, education is typically required. Most employers look for candidates with at least a bachelor’s degree in fields such as business, marketing, communications, or a related area. 

This educational background provides foundational knowledge in business practices, client communication, and strategic planning, which are crucial for the role. Additionally, certain positions may require specific qualifications or certifications related to the industry or sales management. 

Why is it important to get a degree in Business Administration?

Obtaining a degree in Business Administration is highly relevant and beneficial for aspiring account managers for several reasons:

  • Comprehensive Skill Set : A Business Administration degree equips individuals with a broad range of skills crucial for account management, including strategic planning, leadership, financial analysis, and marketing. These competencies are essential for effectively managing client accounts, understanding business needs, and driving growth.
  • Understanding of Business Operations : This degree provides a deep understanding of how businesses operate, which is critical for account managers as they need to navigate various departments, from finance to marketing, to serve their clients effectively.
  • Enhanced Communication Skills : Effective communication is key in account management. A Business Administration program often includes courses that hone verbal and written communication skills, negotiation techniques, and presentation abilities, which are pivotal in building and maintaining strong client relationships.
  • Networking Opportunities : Pursuing a degree offers numerous networking opportunities with peers, faculty, and industry professionals through internships, events, and projects. These connections can be invaluable for career advancement in account management.

How long does it take to get a degree in Business Administration?

Getting a degree in Business Administration typically takes four years for a full-time student to complete an undergraduate program. This duration applies to a Bachelor of Business Administration (BBA) or a Bachelor of Science in Business Administration (BSBA).

These programs cover essential business disciplines such as finance, marketing, management, accounting, and economics, providing a well-rounded education that prepares graduates for various roles in business, including account management positions.

Some positions might also favor or require a Master of Business Administration (MBA), which typically requires an additional two years of study after completing a bachelor’s degree . However, accelerated and part-time programs are also available, altering the time to completion.

How much does it cost to study Business Administration at university?

The cost to study Business Administration varies depending on the institution and whether you are a state resident or an out-of-state student. 

On average, the undergraduate tuition and fees for a Business Administration and Management program are $9,243 for state residents and $25,950 for out-of-state students at public institutions. 

On the other hand, the average graduate tuition & fees is $10,867 for state residents and $19,485 for out-of-state students.

Can I become an Account Manager through online education?

Yes, you can become an Account Manager through online education . Many universities and educational platforms offer online bachelor’s and master’s degree programs in Business Administration, Marketing, Communications, or related fields that are essential for a career in account management. These programs often cover the same curriculum as their on-campus counterparts, ensuring you gain the necessary knowledge and skills.

Look for accredited online programs that offer courses in sales management, customer relationship management, and strategic planning, as these will be particularly relevant to a career as an account manager. 

What are some web resources to learn skills to become an Account Manager?

For those seeking to enhance their account manager skills, several specialized resources are available that focus specifically on the needs and challenges of this role. 

These resources range from comprehensive training programs to courses designed to sharpen specific competencies vital for success in account management.

Here are some notable resources tailored exclusively for account managers:

  • Richardson’s Prosperous Account Strategy Training Program : It focuses on customer-centric account management strategies, offering insights into identifying priority customers, analyzing account information, and developing strategies to expand and grow existing customer relationships​​.
  • Large Account Management Process (LAMP) Training Program : It is designed to help account managers develop long-term roadmaps for their most important clients, focusing on planning and managing customer relationships and building actionable account management plans for customer success​​.
  • RAIN Group’s Strategic Account Management Training : It addresses the dilemma between customer acquisition and retention, helping account managers identify accounts with the greatest revenue growth potential and protecting those customers from churn​​.
  • Strategic Accounts Management Association (SAMA) Academy : SAMA offers various certification programs, training options, and online account manager training, including an Individual Competency Assessment to customize the training program based on the professional’s specific needs​​.
  • Factor8’s Account Management Training Courses : These courses provide skills and tactics beyond theory, focusing on retaining and managing clients and driving product/service penetration, profitability, and growth. They offer levels of training that cover the basics of account management, expanding the base, getting what’s yours, and watching it grow to improve account base growth, higher revenue per account, and better forecasting​​.

Practical Experience

Practical experience is invaluable in becoming an account manager, as it equips individuals with account manager skills and insights needed to navigate client relationships and business challenges effectively.

What are internship opportunities for an Account Manager?

Securing an internship is a strategic step to gain firsthand insights into what an account manager does, offering a glimpse into the day-to-day challenges and rewards.

Here are some common internship opportunities for individuals looking to gain experience in account management:

  • Account Management Intern : Many companies offer internships specifically for individuals interested in pursuing a career in account management. These internships provide hands-on experience working closely with clients, managing accounts, and learning the basics of client relationship management.
  • Sales and Business Development Intern : These internships focus on building sales and business development skills crucial for account managers. Interns may work on lead generation, prospecting, and supporting the sales team in acquiring new clients.
  • Customer Success Intern : Customer success interns work closely with account managers to ensure client satisfaction and retention. They help identify and address customer needs, provide support, and gather feedback to improve the customer experience.
  • Marketing and Account Management Intern : This internship combines marketing and account management, where interns work on marketing strategies for existing clients, create marketing materials, and assist in client campaigns.
  • Client Services Intern : In this role, interns support account managers in executing client projects, coordinating deliverables, and managing client communication. They gain exposure to the day-to-day responsibilities of an account manager.
  • Digital Advertising Account Intern : If you are interested in the digital marketing industry, you can find internships focusing on managing digital advertising accounts, including Google Ads, Facebook Ads, and other online advertising platforms.
  • Retail Account Management Intern : For those interested in retail, there are opportunities to intern with companies that manage retail accounts. These roles may involve inventory management, customer relationship management, and sales support.
  • Technology Account Management Intern : Technology companies often offer internships to manage accounts for software, hardware, or IT services. Interns assist with technical support, product training, and customer relationship management.
  • Advertising Agency Account Intern : Internships at advertising agencies provide exposure to managing client accounts, creating ad campaigns, and collaborating with creative teams to deliver effective marketing strategies.
  • Financial Services Account Management Intern : Interns in the financial industry may work with clients on investment portfolios, financial planning, or insurance policies. They assist account managers in client meetings and data analysis.
  • Real Estate Account Management Intern : Real estate companies may offer internships that involve managing property portfolios, assisting with lease agreements, and providing customer support to property owners and renters.

To find internship opportunities, consider exploring job search websites, company career pages, and networking with professionals in your desired field. Additionally, check with your school’s career services department for guidance and opportunities specific to your academic institution.

What skills will I learn as an Account Manager?

The following list encompasses the core account manager skills you will develop through education and practical experience.

  • Communication Skills : Effective verbal and written communication is essential for building and maintaining strong client relationships. You will learn to convey ideas, negotiate terms, and address client concerns clearly and professionally.
  • Relationship Building : Building and nurturing client relationships is at the core of account management. You will develop the ability to establish trust, understand client needs, and tailor solutions to meet their requirements.
  • Problem-Solving : Account managers often encounter challenges and obstacles when working with clients. You’ll learn to identify problems, analyze root causes, and develop creative solutions to address issues and maintain client satisfaction.
  • Strategic Thinking : Account managers need to think strategically to identify opportunities for growth within existing accounts. You will learn to develop account plans and strategies that align with your clients and company’s goals.
  • Sales and Upselling : Account managers often play a role in sales and upselling products or services to existing clients. You’ll acquire sales techniques, including product knowledge and persuasive communication skills.
  • Time Management : Managing multiple client accounts requires strong time management skills. You’ll learn how to prioritize tasks, set goals, and efficiently allocate your time to meet client needs and deadlines.
  • Customer Service : Customer service is crucial in account management. You’ll develop the ability to respond to client inquiries promptly, resolve issues, and ensure a positive customer experience.
  • Data Analysis : Analyzing data related to client accounts can help you identify trends, opportunities, and areas for improvement. You’ll learn to use data analytics tools to make informed decisions.
  • Cross-Functional Collaboration : Account managers often work closely with various departments, such as sales, marketing, and customer support. You’ll gain experience in collaborating with these teams to meet client objectives.
  • Negotiation Skills : Negotiating terms, contracts, and pricing with clients may be part of your role. You’ll develop negotiation skills to secure favorable deals while maintaining a strong client relationship.
  • Adaptability : The business landscape is constantly evolving, and you’ll need to adapt to changes in your industry and your clients’ needs. This includes learning new technologies and industry trends and adapting your strategies accordingly.
  • Presentation Skills : Account managers often need to deliver presentations to clients or internal teams. You’ll develop presentation skills to convey information and proposals effectively.
  • Conflict Resolution : When disagreements or conflicts arise with clients, you’ll learn to navigate these situations professionally and find resolutions that satisfy both parties.
  • Financial Acumen : Understanding financial metrics and profitability is essential for managing accounts effectively. You’ll become skilled in analyzing financial data related to your clients’ accounts.
  • Organizational Skills : Organizing and keeping track of client information, contracts, and documentation is vital for successful account management. You’ll become proficient in organizing and maintaining records.

What is the work-life balance of an Account Manager?

Account managers often face demanding schedules due to the need to meet client expectations , leading to long hours and potential encroachment on personal time. Their role is client-centric, requiring availability outside standard hours and sometimes involving frequent travel, which can impact work-life balance. 

However, the position also offers flexibility and autonomy, allowing for some control over their schedules . Despite the pressure to achieve sales targets and maintain client satisfaction, account managers can find the role rewarding through building meaningful relationships and contributing to company success. 

Effective time management, setting clear boundaries, and leveraging technology are essential for maintaining a healthy balance between professional responsibilities and personal life.

What’s the Career Outlook for an Account Manager?

The career outlook for account managers in the USA, specifically within advertising, promotions, and marketing management (which closely aligns with many account manager responsibilities), is positive . 

According to the U.S. Bureau of Labor Statistics (BLS) , employment in this broader category is projected to grow 6% from 2022 to 2032, faster than the average for all occupations. 

This growth is driven by the need for companies to maintain and expand their market share in a competitive business environment, requiring skilled professionals to manage and strengthen client relationships, oversee accounts, and lead marketing efforts. 

The demand for advertising, promotions, and marketing managers, which encompasses roles similar to that of account managers, indicates a healthy and growing field for those in account management positions. This growth suggests promising career prospects for account managers, with opportunities for advancement and the need for their skills across various industries.

Account Manager Popular Career Specialties

What are the job opportunities of an Account Manager?

Account managers are pivotal in fostering client relationships and driving business success.

Let’s explore distinctive job opportunities within this field :

  • Key Account Manager : Key account managers focus on managing a company’s most important clients or accounts. They develop strong relationships with key clients, understand their needs and goals, and ensure the company meets their requirements.
  • Enterprise Account Manager : Enterprise account managers work with large corporations and enterprises to manage their accounts. They often handle complex sales and service agreements, negotiate contracts, and coordinate with various teams within the company to meet the client’s needs.
  • International Account Manager : International account managers specialize in managing accounts for clients in different countries or regions. They may deal with international regulations, currency exchange, and cultural considerations to ensure successful account management on a global scale.
  • Strategic Account Manager : Strategic account managers focus on developing and executing long-term account strategies. They analyze data and market trends to identify opportunities for growth and expansion within their accounts.
  • Supplier Account Manager : In some industries, account managers may work with suppliers or vendors as their clients. They ensure the company maintains strong relationships with these suppliers and manages the procurement process effectively.
  • Nonprofit Account Manager : Nonprofit organizations often have account managers who manage donor relationships, ensuring donors are engaged, informed, and satisfied with their contributions.
  • Education Account Manager : Educational institutions and EdTech companies may hire account managers to work with schools, colleges, or other educational clients. They help implement educational solutions and provide ongoing support.
  • Franchise Account Manager : Franchise businesses may have account managers who work with individual franchisees to ensure they follow the company’s standards and guidelines while managing their operations.
  • Wholesale Account Manager : In industries like manufacturing or distribution, account managers may work with wholesalers or distributors to manage their accounts, orders, and inventory.
  • E-commerce Account Manager : E-commerce companies hire account managers to work with online retailers or marketplace sellers. They help these sellers optimize their listings, manage inventory, and drive sales.

What type of companies hire an Account Manager?

A wide range of companies hire account managers across various industries.

Here are some types of companies that commonly hire account managers:

  • Financial Institutions : Banks, investment firms, and credit unions hire account managers to manage client portfolios, provide financial advice, and ensure a high level of customer satisfaction.
  • Technology Companies : Tech companies, including software providers, hardware manufacturers, and IT service providers, hire account managers to oversee client accounts, provide technical support, and promote adopting their products or services.
  • Healthcare Organizations : Hospitals, medical facilities, pharmaceutical companies, and healthcare service providers employ account managers to maintain relationships with healthcare professionals, manage accounts, and ensure compliance with industry regulations.
  • Manufacturing and Distribution Companies : Manufacturers and distributors hire account managers to work with wholesalers, retailers, and distributors, ensuring smooth supply chain operations and managing client accounts.
  • Retailers : Retail companies may employ account managers to manage relationships with key suppliers or vendors, negotiate contracts, and ensure product availability.
  • Advertising and Marketing Agencies : Advertising and marketing agencies hire account managers to liaise between clients and creative teams, ensuring that advertising campaigns meet client objectives.
  • Education Institutions : Schools, colleges, and EdTech companies may employ account managers to work with educational clients, helping them implement educational solutions and providing ongoing support.

These examples highlight the diversity of industries and sectors that value the skills and expertise of account managers to maintain client relationships, drive revenue growth, and ensure client satisfaction.

Should I Become an Account Manager?

Deciding whether to embark on a career as an account manager is a pivotal choice that demands careful consideration of the insights and core aspects explored throughout this article. It’s crucial to weigh these elements against your personal interests, innate skills, and long-term professional objectives.

As we’ve dissected, the role of an account manager is multifaceted, blending the need for exceptional communication skills, strategic thinking, and the ability to foster and maintain robust client relationships. It’s a career path that offers a unique intersection of challenge and reward, requiring a balance of soft skills and industry knowledge to succeed.

Before making this career decision, reflect deeply on how the key account manager responsibilities and day-to-day activities align with your passions and strengths. Do you thrive in dynamic, relationship-driven environments? Are you adept at problem-solving and navigating complex customer needs? If these questions spark a sense of excitement and anticipation, then a career as an account manager could be a fulfilling path for you.

Additionally, consider the long-term career trajectory and how it aligns with your professional goals. The role of an account manager can open doors to numerous opportunities for growth and advancement within the corporate world, offering a clear pathway to leadership positions and specialized roles within different industries.

Ultimately, the decision to become an account manager should be grounded in a comprehensive understanding of the role’s demands and rewards and a personal introspection of your ambitions, capabilities, and where you envision your career journey leading you. 

Careers Related to Account Manager

  • Account Executive
  • Business Development Manager
  • Client Success Manager
  • Customer Support Manager
  • Sales Manager

Oluwadamilola Osisanya

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25 Technical Account Manager Interview Questions and Answers

Learn what skills and qualities interviewers are looking for from a technical account manager, what questions you can expect, and how you should go about answering them.

problem solving for account manager

As a technical account manager, you’re the primary point of contact for customers who need help using and troubleshooting the software products they’ve purchased. You also work with the engineering team to ensure that customer feedback is integrated into product development.

In order to succeed in this role, you need to be able to effectively communicate with customers, as well as have a deep understanding of the software products you’re supporting. You also need to be able to think on your feet and come up with creative solutions to customer issues.

To help you prepare for your next interview, we’ve put together a list of common technical account manager interview questions and answers.

  • Are you comfortable working with a team of people to manage a single client?
  • What are some of the most important qualities for a technical account manager to have?
  • How would you deal with a client who is being difficult or indecisive about their needs?
  • What is your process for identifying and prioritizing client needs?
  • Provide an example of a time when you successfully overcame a technical hurdle with a client.
  • If a client is having issues with your product or service, what is your process for investigating and resolving the problem?
  • What would you do if you noticed a recurring problem with a client’s account?
  • How well do you understand our company’s products and services?
  • Do you have any experience working with sales funnel metrics?
  • When is the best time to reach a client – morning, afternoon, or evening?
  • We want to improve our customer service – what ideas do you have to help us do this?
  • Describe your experience working with sales software.
  • What makes you stand out from other technical account managers?
  • Which industries do you have the most experience working in?
  • What do you think is the most important thing that technical account managers can do to maintain strong relationships with clients?
  • How often should you reach out to clients to check in?
  • There is a problem with a client’s account – what is your process for investigating and resolving the issue?
  • How do you ensure that all client requests are handled in a timely manner?
  • What strategies have you used to increase customer satisfaction and loyalty?
  • Describe your experience with providing technical support for clients.
  • Explain how you would handle an unhappy or difficult customer.
  • We want to improve our client onboarding process – what ideas do you have to help us do this?
  • What is your approach to training new staff members on our products and services?
  • What steps would you take to build strong relationships with existing and potential clients?
  • How do you stay up-to-date with industry trends, technology, and best practices?

1. Are you comfortable working with a team of people to manage a single client?

This question can help the interviewer understand how you might fit into their company culture. It’s important to show that you’re willing to collaborate with others and support your team members when needed.

Example: “Absolutely. I have extensive experience working with teams to manage a single client. I’m comfortable leading the team, delegating tasks, and ensuring that each member of the team is on track to meet deadlines. I understand how important it is to keep everyone informed and up-to-date on progress. I also know how to identify areas where collaboration can be improved and take steps to ensure that all members are working together effectively. My experience has taught me that communication and teamwork are essential for successful client management.”

2. What are some of the most important qualities for a technical account manager to have?

This question can help the interviewer determine if you possess the qualities they look for in their employees. When answering this question, it can be helpful to mention a few of the most important qualities and explain why they are so important.

Example: “I believe the most important qualities for a Technical Account Manager to have are excellent communication skills, strong problem-solving abilities, and an understanding of customer service.

Communication is key in this role as it allows us to effectively communicate with customers and other stakeholders about technical issues or solutions. We need to be able to explain complex technical concepts in simple terms that our customers can understand. This requires us to listen carefully to their needs and provide clear and concise answers.

Problem-solving is also essential for a successful Technical Account Manager. We must be able to quickly identify problems, analyze them, and come up with creative solutions. We should also be able to anticipate potential issues before they arise and take proactive steps to prevent them from occurring.

Lastly, we must have a deep understanding of customer service. We need to ensure that our customers’ needs are met in a timely manner and that their questions and concerns are addressed promptly. We should strive to build long-term relationships with our customers by providing top-notch support and going above and beyond what is expected.”

3. How would you deal with a client who is being difficult or indecisive about their needs?

As a technical account manager, you may encounter clients who are unsure about their needs or have unrealistic expectations. Employers ask this question to make sure you have the skills and experience needed to handle challenging situations like these. In your answer, share an example of how you would help a client overcome challenges they face. Explain that you would use your communication and problem-solving skills to guide them through the process.

Example: “When dealing with a client who is being difficult or indecisive about their needs, I believe the key is to remain patient and understanding. The first step would be to listen carefully to what they are saying, and try to understand why they may be feeling uncertain. It could be that they need more information in order to make an informed decision, so I would provide them with additional resources to help them gain clarity.

I would also take the time to explain the benefits of each option available to them, and how it can help them reach their desired outcome. This way, they have all the necessary information to make an informed decision. Finally, I would ensure that I am always available for follow-up questions or concerns, as this shows that I truly care about their success.”

4. What is your process for identifying and prioritizing client needs?

This question can help the interviewer understand how you approach your work and determine which clients to focus on first. Use examples from previous experiences where you used a process or system for organizing client needs and determining which ones were most important.

Example: “My process for identifying and prioritizing client needs begins with understanding the customer’s business objectives. I take the time to get to know my clients, their goals, and how they measure success. This helps me identify what is most important to them and allows me to develop a plan of action that meets their needs.

Once I have identified the client’s needs, I prioritize them based on urgency, impact, and feasibility. I use this information to create an actionable plan that outlines the steps needed to meet the client’s goals. I also keep in mind any potential risks or challenges that may arise during the project. Finally, I communicate regularly with the client to ensure that all expectations are being met and that progress is being made towards achieving their desired outcomes.”

5. Provide an example of a time when you successfully overcame a technical hurdle with a client.

This question can help the interviewer determine how you apply your technical knowledge to solve problems and achieve results. Use examples from previous roles that highlight your problem-solving skills, ability to collaborate with team members and commitment to achieving client satisfaction.

Example: “One of the most rewarding experiences I had as a Technical Account Manager was when I successfully overcame a technical hurdle with one of my clients. The client had an issue with their web application that was causing it to crash intermittently. After working closely with the development team and doing some research, we were able to identify the root cause of the problem. We then implemented a solution which involved updating the codebase and deploying a new version of the application.

The result was a successful resolution to the issue and the client was extremely pleased with our work. This experience taught me the importance of having strong communication skills and being able to think critically in order to solve complex technical problems. It also reinforced my belief that customer satisfaction should always be top priority.”

6. If a client is having issues with your product or service, what is your process for investigating and resolving the problem?

Technical account managers often need to troubleshoot problems with clients’ products or services. Employers ask this question to make sure you have the skills and experience necessary to resolve client issues quickly and effectively. In your answer, explain how you would approach a problem like this one. Share an example of a time when you resolved a similar issue in the past.

Example: “When a client is having issues with my product or service, I take the situation very seriously. My process for investigating and resolving the problem begins by gathering as much information from the client as possible in order to properly assess the issue. This includes understanding the scope of the problem, any steps taken to try and resolve it, and what their expectations are for resolution.

Once I have all the necessary information, I work with the relevant departments within the company to identify the root cause of the issue and develop a plan of action. This may involve further research, testing, and troubleshooting. Once the issue has been identified, I will communicate the findings to the client and provide them with an estimated timeline for resolution. Finally, I will work closely with the client to ensure that the issue is resolved quickly and effectively.”

7. What would you do if you noticed a recurring problem with a client’s account?

This question can help the interviewer assess your problem-solving skills and ability to work with clients. Your answer should show that you are willing to take initiative, communicate effectively and solve problems.

Example: “If I noticed a recurring problem with a client’s account, my first step would be to identify the root cause of the issue. To do this, I would ask questions and gather data from the customer to understand their environment better and determine what could be causing the issue. Once I have identified the root cause, I can develop a plan to address it. This may include providing additional training or resources to the customer, troubleshooting the issue, or working with other teams internally to find a solution. Finally, I would keep in close contact with the customer throughout the process to ensure that they are satisfied with the outcome. My goal is always to provide an excellent customer experience and resolve any issues quickly and efficiently.”

8. How well do you understand our company’s products and services?

The interviewer may ask this question to assess your knowledge of the company’s products and services. This can be an important factor in determining whether you are a good fit for the position, as it shows that you have researched the company thoroughly. In your answer, try to show that you understand the company’s offerings and how they relate to its customers.

Example: “I understand your company’s products and services very well. I have been researching them since the job posting was released, so that I could come to this interview prepared. During my research, I read through product descriptions, customer reviews, and industry news related to your offerings.

I also have a strong technical background which gives me an advantage when it comes to understanding complex products and services. My experience in software engineering has given me a deep knowledge of how technology works, allowing me to quickly grasp new concepts and technologies. This makes me confident that I can easily learn about any new products or services that your company may introduce.”

9. Do you have any experience working with sales funnel metrics?

This question can help the interviewer determine your experience with sales funnel metrics and how you use them to improve client relationships. Use examples from previous work experiences where you used sales funnel metrics to analyze customer behavior, identify opportunities for improvement and develop strategies that helped increase revenue.

Example: “Yes, I have extensive experience working with sales funnel metrics. In my current role as a Technical Account Manager, I am responsible for managing and optimizing the entire customer journey from initial contact to purchase. This includes monitoring key performance indicators such as lead conversion rates, average order value, and customer lifetime value. I also use data analysis tools to identify trends in customer behavior and develop strategies to improve the overall customer experience. My goal is always to maximize revenue while providing an exceptional customer experience.”

10. When is the best time to reach a client – morning, afternoon, or evening?

This question can help the interviewer understand your time management skills and how you plan your day. Your answer should show that you know when to reach clients based on their schedules, but also that you are flexible enough to work with them if they prefer a different time of day.

Example: “The best time to reach a client depends on the individual and their preferences. Generally speaking, I like to start my day by reaching out to clients in the morning. This allows me to get an understanding of any issues they may have had overnight and address them quickly. Afternoon is also a great time to reach out as it gives us a chance to review progress made during the day and plan for the rest of the week. Finally, evening can be a good time to check-in with clients if they are available or to send follow up emails so that they know we’re still working hard on their behalf. Ultimately, I believe communication is key and I strive to ensure that all clients feel heard and supported throughout our partnership.”

11. We want to improve our customer service – what ideas do you have to help us do this?

Customer service is an important part of any business, and the interviewer may ask this question to see how you can help improve their company’s customer service. Use your answer to highlight your customer service skills and show that you’re willing to work hard to make sure customers are happy with their experience.

Example: “I believe that customer service is the cornerstone of any successful business, and I have a few ideas on how to improve it.

The first thing I would suggest is creating an effective system for tracking customer feedback. This could be done through surveys or other methods, but having a way to track what customers are saying about their experience with your company is essential in order to make improvements.

Another idea is to create a customer service team specifically dedicated to helping customers with their issues. Having a team of people who are knowledgeable and experienced in dealing with customer inquiries can help ensure that customers receive the best possible service.

Lastly, I think it’s important to invest in technology that will streamline customer service processes. Automating certain tasks such as responding to emails or providing support over chat can save time and resources while still providing excellent customer service.”

12. Describe your experience working with sales software.

Technical account managers often use sales software to track client information, such as contracts and deadlines. This question helps employers understand your experience with this type of technology and how you might apply it in their company. In your answer, describe the types of sales software you’ve used and what you like about them.

Example: “My experience working with sales software has been extensive. I have worked with a variety of different programs, from customer relationship management (CRM) systems to enterprise resource planning (ERP) solutions. With each program, I have become proficient in understanding the features and functions available, as well as how they can be used to best meet the needs of my clients.

I am also experienced in training users on these various platforms. This includes providing detailed instructions on how to use the software, troubleshooting any issues that arise, and helping customers understand the value of the product. My goal is always to ensure that customers are able to maximize their use of the software so that they can achieve their desired results.”

13. What makes you stand out from other technical account managers?

Employers ask this question to learn more about your unique skills and abilities. They want to know what makes you a valuable employee, so they can decide if you’re the right fit for their company. When answering this question, think of two or three things that make you stand out from other technical account managers. These could be specific skills, certifications or experiences.

Example: “I believe my experience and skill set make me stand out from other technical account managers. I have over 10 years of experience in the field, working with a variety of clients across different industries. My expertise lies in understanding customer needs and developing tailored solutions to meet those needs. I am also well-versed in troubleshooting complex technical issues and providing timely resolutions.

In addition, I have excellent communication skills that allow me to effectively communicate with both internal and external stakeholders. I understand the importance of building strong relationships with customers and strive to ensure their satisfaction. Finally, I have a proven track record of success in meeting deadlines and delivering results. This has enabled me to consistently exceed expectations and deliver successful projects on time and within budget.”

14. Which industries do you have the most experience working in?

This question can help the interviewer understand your experience level and how it may relate to their company. Use this opportunity to explain any unique experiences you have that would be beneficial for the role, such as working in a specific industry or with a certain type of client.

Example: “I have extensive experience working in the technology industry, specifically with software and hardware. I have worked on projects for a variety of clients ranging from small businesses to large corporations. My experience includes developing technical solutions, managing customer relationships, providing support services, and troubleshooting complex issues.

In addition, I also have experience in the healthcare industry. I have managed several projects related to medical device integration, patient data management, and system upgrades. This has given me an understanding of how different systems interact and how to ensure that they are running smoothly.”

15. What do you think is the most important thing that technical account managers can do to maintain strong relationships with clients?

This question can help the interviewer understand how you approach your work and what skills you use to be successful. Your answer should show that you value communication, collaboration and problem-solving.

Example: “The most important thing that technical account managers can do to maintain strong relationships with clients is to be proactive and communicative. It’s essential for us to stay in contact with our clients, both to ensure they’re getting the best service possible and to build trust. We need to make sure we are staying up-to-date on their needs and any changes that may occur so that we can provide them with the right solutions quickly.

At the same time, it’s also important to listen carefully to what our clients have to say and take their feedback seriously. This helps us understand their unique needs and develop tailored solutions that meet those needs. Finally, I believe it’s important to always be honest and transparent with our clients. That way, they know exactly what to expect from us and can rely on us to deliver quality results.”

16. How often should you reach out to clients to check in?

This question can help the interviewer understand how you balance your workload and stay organized. Your answer should show that you have a system for staying on top of your responsibilities, while also showing empathy toward clients who may be waiting to hear from you.

Example: “As a Technical Account Manager, it is important to maintain regular contact with clients. The frequency of communication should be tailored to each individual client’s needs and preferences. Generally speaking, I believe that reaching out to clients every two weeks is an effective strategy for staying in touch without overwhelming them.

I also like to use data-driven insights to inform my outreach. For example, if the client has recently had a spike in usage, I may reach out more frequently to ensure they are getting the most out of our product or service. This helps me build trust with the client by showing that I am invested in their success.”

17. There is a problem with a client’s account – what is your process for investigating and resolving the issue?

Technical account managers often need to troubleshoot problems with clients’ accounts. This question helps the interviewer understand how you will handle these situations and if your process is effective. In your answer, describe a specific situation where you investigated and resolved an issue with a client’s account.

Example: “When faced with a problem with a client’s account, my first step is to gather as much information about the issue as possible. I would reach out to the client directly and ask them to provide me with any relevant details such as when the issue began, what steps they have taken to try and resolve it, and if there are any other individuals who may be able to help.

Once I have all the necessary information, I would then begin an investigation into the root cause of the issue. This could involve looking through logs, testing different scenarios, or speaking with other team members to see if they can offer any insight. During this process, I would also keep the client updated on my progress and ensure that their expectations are being met.

Once I have identified the source of the issue, I will work to develop a plan for resolving it. This could include providing technical support, creating new processes or procedures, or implementing changes to existing systems. Finally, I would follow up with the client to make sure that the issue has been resolved successfully.”

18. How do you ensure that all client requests are handled in a timely manner?

The interviewer may ask you this question to understand how you prioritize your work and ensure that clients receive the support they need. Use examples from previous experience to show the interviewer that you can manage multiple projects at once while still meeting deadlines.

Example: “I understand the importance of responding to client requests in a timely manner. To ensure that all client requests are handled promptly, I have developed an organized system for tracking and managing customer inquiries. This includes setting up automated reminders to follow up on any outstanding requests, as well as keeping detailed notes about each request so that I can quickly refer back to them if needed. Furthermore, I make sure to prioritize urgent requests and communicate with clients regularly to keep them informed of progress. Finally, I always strive to exceed expectations by going above and beyond what is expected of me.”

19. What strategies have you used to increase customer satisfaction and loyalty?

Customer satisfaction and loyalty are two important factors for account managers. Employers ask this question to make sure you have experience with strategies that help increase these factors. In your answer, share a few methods you’ve used in the past to improve customer satisfaction and loyalty.

Example: “I have used a variety of strategies to increase customer satisfaction and loyalty. One strategy I often use is to ensure that customers feel heard and understood by actively listening to their needs and concerns. This helps build trust with the customer, which can lead to increased loyalty.

Another strategy I employ is proactively addressing any issues or questions they may have before they become problems. By doing this, I am able to provide solutions quickly and efficiently, resulting in improved customer satisfaction.

Additionally, I strive to create an environment where customers feel valued and appreciated. I do this by providing personalized service and responding promptly to inquiries. This helps foster a positive relationship between myself and the customer, leading to higher levels of customer satisfaction and loyalty.”

20. Describe your experience with providing technical support for clients.

This question can help the interviewer understand your experience with customer service and how you apply it to technical support. Use examples from previous work experiences to highlight your communication, problem-solving and interpersonal skills.

Example: “I have been a Technical Account Manager for the past five years and have extensive experience providing technical support to clients. I am well-versed in troubleshooting hardware, software, and network issues. My ability to quickly identify problems and develop solutions has enabled me to provide timely and effective customer service.

In addition, I have strong communication skills that enable me to effectively explain complex technical concepts to non-technical users. I understand the importance of listening carefully to customers’ needs and responding with appropriate solutions. I also take pride in being able to build relationships with my clients by understanding their unique requirements and delivering tailored solutions.”

21. Explain how you would handle an unhappy or difficult customer.

As a technical account manager, you may need to handle customer complaints. Employers ask this question to make sure you have the skills and experience needed to resolve conflicts with customers. In your answer, explain how you would use your problem-solving skills to help the customer feel satisfied. Share an example of a time when you resolved a conflict with a customer.

Example: “I understand how important it is to provide excellent customer service, especially when dealing with unhappy or difficult customers. My approach to handling such a situation would be to first listen carefully and try to identify the root cause of their dissatisfaction. I believe that understanding the customer’s needs and expectations is key in resolving any issue. Once I have identified the problem, I will work diligently to find an appropriate solution. This may involve researching potential solutions, working with other departments, or providing additional resources for the customer.

In addition, I always strive to maintain a professional yet friendly demeanor while communicating with the customer. By doing so, I am able to build trust and demonstrate empathy which can help to de-escalate the situation. Finally, I make sure to follow up with the customer after the issue has been resolved to ensure they are satisfied with the outcome.”

22. We want to improve our client onboarding process – what ideas do you have to help us do this?

The interviewer may ask you this question to see how you can apply your ideas and creativity to improve the company’s processes. Use examples from previous roles where you helped implement changes that improved a process or implemented new ones.

Example: “I believe that improving the client onboarding process is essential for any successful business. My experience as a Technical Account Manager has taught me several strategies to help streamline this process.

The first step I would take is to create an onboarding checklist. This checklist should include all of the necessary steps required to get the client up and running, such as setting up accounts, getting access to resources, and providing training materials. Having a clear list of tasks will ensure that nothing is missed during the onboarding process.

Next, I would focus on creating a streamlined communication plan. This should include detailed instructions on how to contact the team in case of questions or issues. It should also provide information about when clients can expect to receive updates from the team. By having a clearly defined communication plan, clients will have a better understanding of what to expect throughout the onboarding process.

Lastly, I would recommend automating some of the onboarding processes. Automation can save time by eliminating manual data entry and other tedious tasks. It can also reduce errors and improve accuracy.”

23. What is your approach to training new staff members on our products and services?

The interviewer may ask this question to understand how you train new employees and ensure they’re comfortable with their job responsibilities. Your answer should include your preferred training methods, such as in-person or online training sessions, and the steps you take to make sure new hires are prepared for their jobs.

Example: “My approach to training new staff members on products and services is centered around creating an environment of collaboration. I believe that the best way for new team members to learn is through hands-on experience, so I focus on providing them with opportunities to engage in real-world scenarios.

I start by introducing the basics of our products and services, then move into more advanced topics as they become comfortable. Throughout the process, I’m available to answer questions and provide guidance when needed. I also encourage my team to ask questions and offer feedback on how we can improve our processes. This helps ensure that everyone has a clear understanding of what’s expected and how to use our products and services effectively.”

24. What steps would you take to build strong relationships with existing and potential clients?

Strong relationships with clients are an important part of being a technical account manager. Employers ask this question to make sure you understand the importance of these relationships and how to build them. In your answer, explain what steps you would take to develop strong client relationships. Explain that you value communication and collaboration as ways to strengthen these relationships.

Example: “Building strong relationships with clients is essential for any Technical Account Manager. To do this, I would start by getting to know the client and their needs. This means taking time to understand their business goals, challenges, and objectives. Once I have a good understanding of what they need from me, I can then tailor my approach to meet those specific requirements.

I would also make sure to stay in regular contact with the client. Whether it’s through emails, phone calls, or even face-to-face meetings, staying in touch helps build trust and shows that I care about their success. Finally, I would always strive to provide excellent customer service. By responding quickly to requests, being proactive in solving problems, and offering helpful advice, I can demonstrate my value as a Technical Account Manager and ensure that the client has a positive experience working with me.”

25. How do you stay up-to-date with industry trends, technology, and best practices?

Employers want to know that you’re committed to your career and are always learning new things. They also want to see that you have a passion for the industry, which can help you be successful in this role. When answering this question, try to show that you enjoy learning about new trends and technologies. You can share some of the ways you’ve learned about these things in the past.

Example: “Staying up-to-date with industry trends, technology, and best practices is an important part of my job as a Technical Account Manager. I make sure to stay informed by reading relevant blogs, attending webinars, and networking with other professionals in the field. I also attend conferences and trade shows to get a better understanding of what’s happening in the industry.

Additionally, I am always open to learning new things and expanding my knowledge base. I take advantage of online courses and certifications that can help me stay ahead of the curve. Finally, I have built relationships with key vendors and partners so that I can keep up with their latest offerings and technologies. By staying on top of these trends, I can provide my clients with the most up-to-date solutions for their needs.”

25 Production Lead Interview Questions and Answers

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  • Problem management: 8 steps to better p ...

Problem management: 8 steps to better problem solving

Alicia Raeburn contributor headshot

Problem management is an 8 step framework most commonly used by IT teams. You can use problem management to solve for repeating major incidents. By organizing and structuring your problem solving, you can more effectively get to the root cause of high-impact problems—and devise a solution. Solving the root cause prevents recurrence and creates a repeatable solution to use on similar errors in the future.

In an IT department, errors and mishaps are part of the job. You can't always control these problems, but you can control how you respond to them with problem management. Problem management helps you solve larger problems and reduce the risk that they’ll happen again by identifying all connected problems, solving them, and planning for the future.

What is problem management?

Problem management is an 8 step framework most commonly used by IT teams. Your team can use problem management to solve for repeating major incidents. By organizing and structuring your problem solving, you can more effectively get to the root cause of high-impact problems—and devise a solution. Problem management is a process—used mostly by IT teams—to identify, react, and respond to issues. It’s not for every problem, but it’s a useful response when multiple major incidents occur that cause large work interruptions. Unlike problem solving, problem management goes beyond the initial incident to discover and dissect the root causes, preventing future incidents with permanent solutions.

The goals of problem management are to:

Prevent problems before they start.

Solve for repetitive errors.

Lessen each incident’s impact. 

Problem management vs. incident management 

Example: Someone leaves their unprotected laptop in a coffee shop, causing a security breach. The security team can use incident management to solve for this one, isolated event. In this case, the team could manually shut down the accounts connected to that laptop. If this continues to happen, IT would use problem management to solve the root of this issue—perhaps installing more security features on each company laptop so that if employees lose them, no one else can access the information.

Problem management vs. problem solving

While similar in name, problem management differs slightly from problem-solving. Problem management focuses on every aspect of the incident—identifying the root cause of the problem, solving it, and prevention. Problem solving is, as the name implies, focused solely on the solution step. 

Example: You’re launching a new password management system when it crashes—again. You don’t know if anything leaked, but you know it could contain confidential information. Plus, it’s happened before. You start the problem management process to ensure it doesn’t happen again. In that process, you’ll use problem solving as a step to fix the issue. In this case, perhaps securing confidential information before you try to launch a new software.

Problem management vs. change management 

Change management targets large transitions within your workplace, good and bad. These inevitable changes aren’t always negative, so you can’t always apply problem management as a solution. That’s where change management comes in—a framework that helps you adjust to any new scenario.

Example: Your company is transitioning to a new cloud platform. The transition happens incident-free—meaning you won’t need problem management—but you can ease the transition by implementing some change management best practices. Preparing and training team members in the new software is a good place to start.

Problem management vs. project management

Project management is the framework for larger collections of work. It’s the overarching method for how you work on any project, hit goals, and get results. You can use project management to help you with problem management, but they are not the same thing. Problem management and project management work together to solve issues as part of your problem management process.

Example: During problem management, you uncover a backend security issue that needs to be addressed—employees are using storage software with outdated security measures. To solve this, you create a project and outline the tasks from start to finish. In this case, you might need to alert senior executives, get approval to remove the software, and alert employees. You create a project schedule with a defined timeline and assign the tasks to relevant teams. In this process, you identified a desired outcome—remove the unsafe software—and solved it. That’s project management.

The 8 steps of problem management

It’s easy to get upset when problems occur. In fact, it’s totally normal. But an emotional response is not always the best response when faced with new incidents. Having a reliable system—such as problem management—removes the temptation to respond emotionally. Proactive project management gives your team a framework for problem solving. It’s an iterative process —the more you use it, the more likely you are to have fewer problems, faster response times, and better outputs. 

1. Identify the problem

During problem identification, you’re looking at the present—what’s happening right now? Here, you’ll define what the incident is and its scale. Is this a small, quick-fix, or a full overhaul? Consider using problem framing to define, prioritize, and understand the obstacles involved with these more complex problems. 

2. Diagnose the cause

Use problem analysis or root cause analysis to strategically look at the cause of a problem. Follow the trail of issues all the way back to its beginnings.

To diagnose the underlying cause, you’ll want to answer:

What factors or conditions led to the incident?

Do you see related incidents? Could those be coming from the same source?

Did someone miss a step? Are processes responsible for this problem?

3. Organize and prioritize

Now it’s time to build out your framework. Use an IT project plan to organize information in a space where everyone can make and see updates in real time. The easiest way to do this is with a project management tool where you can input ‌tasks, assign deadlines, and add dependencies to ensure nothing gets missed. To better organize your process, define:

What needs to be done? 

Who’s responsible for each aspect? If no one is, can we assign someone? 

When does each piece need to be completed?

What is the final number of incidents related to this problem?

Are any of these tasks dependent on another one? Do you need to set up dependencies ?

What are your highest priorities? How do they affect our larger business goals ? 

How should you plan for this in the future?

4. Create a workaround

If the incident has stopped work or altered it, you might need to create a workaround. This is not always necessary, but temporary workarounds can keep work on track and avoid backlog while you go through the problem management steps. When these workarounds are especially effective, you can make them permanent processes.

5. Update your known error database

Every time an incident occurs, create a known error record and add it to your known error database (KEDB). Recording incidents helps you catch recurrences and logs the solution, so you know how to solve similar errors in the future. 

[product ui] Incident log example (lists)

6. Pause for change management (if necessary)

Larger, high-impact problems might require change management. For example, if you realize the problem’s root cause is a lack of staff, you might dedicate team members to help. You can use change management to help them transition their responsibilities, see how these new roles fit in with the entire team, and determine how they will collaborate moving forward.

7. Solve the problem

This is the fun part—you get to resolve problems. At this stage, you should know exactly what you’re dealing with and the steps you need to take. But remember—with problem management, it’s not enough to solve the current problem. You’ll want to take any steps to prevent this from happening again in the future. That could mean hiring a new role to cover gaps in workflows , investing in new softwares and tools, or training staff on best practices to prevent these types of incidents.

Read: Turn your team into skilled problem solvers with these problem-solving strategies

8. Reflect on the process

The problem management process has the added benefit of recording the process in its entirety, so you can review it in the future. Once you’ve solved the problem, take the time to review each step and reflect on the lessons learned during this process. Make note of who was involved, what you needed, and any opportunities to improve your response to the next incident. After you go through the problem management process a few times and understand the basic steps, stakeholders, workload, and resources you need, create a template to make the kickoff process easier in the future.

5 benefits of problem management

Problem management helps you discover every piece of the problem—from the current scenario down to its root cause. Not only does this have an immediate positive impact on the current issue at hand, it also promotes collaboration and helps to build a better product overall. 

Here are five other ways ‌problem management can benefit your team:

Avoids repeat incidents. When you manage the entire incident from start to finish, you will address the foundational problems that caused it. This leads to fewer repeat incidents.

Boosts cross-functional collaboration. Problem management is a collaborative process. One incident might require collaboration from IT, the security team, and legal. Depending on the level of the problem, it might trickle all the way back down to the product or service team, where core changes need to be made.

Creates a better user experience. It’s simple—the fewer incidents you have, the better your customer’s experience will be. Reducing incidents means fewer delays, downtime, and frustrations for your users, and a higher rate of customer satisfaction.

Improves response time. As you develop a flow and framework with a project management process, you’ll be better equipped to handle future incidents—even if they’re different scenarios.

Organizes problem solving. Problem management provides a structured, thoughtful approach to solving problems. This reduces impulsive responses and helps you keep a better problem record of incidents and solutions.

Problem management leads to better, faster solutions

IT teams will always have to deal with incidents, but they don’t have to be bogged down by them. That’s because problem management works. Whether you employ a full problem management team or choose to apply these practices to your current IT infrastructure, problem management—especially when combined with a project management tool—saves you time and effort down the road.

With IT project plans, we’ve made it easier than ever to track your problem management work in a shared tool. Try our free IT project template to see your work come together, effortlessly.

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The Performance Review Problem

As the arcane annual assessment earns a failing grade, employers struggle to create a better system to measure and motivate their workers.

​After an annual review that lasted about 10 minutes, a New Jersey-based account coordinator knew it was time to leave the public relations agency where he had worked for almost a year. 

The 25-year-old, who requested anonymity, asked for the meeting because his boss had not mentioned any formal assessment process, nor had his manager ever critiqued his work. The coordinator says he sat with a trio of senior executives who did not ask him any questions beyond how he would rate himself. He says they ignored his requests for guidance on how to advance at the agency. 

Screen Shot 2023-03-15 at 85749 AM.png

This example also illustrates one of the common failures in performance management: limiting reviews to once or twice a year without having any other meaningful career discussions in between. Nearly half (49 percent) of companies give annual or semiannual reviews, according to a study of 1,000 full-time U.S. employees released late last year by software company Workhuman. 

The only situation that is worse than doing one review per year is doing none at all, experts say. The good news is that only 7 percent of companies are keeping employees in the dark about their performance, and 28 percent of organizations are conducting assessments quarterly, the Workhuman study found.  

A Pervasive Problem

Reviews generally do not work.

That doesn’t mean that more-frequent formal meetings or casual sit-downs between supervisors and their direct reports are solving the performance review quandary, either. Only about 1 in 4 companies in North America (26 percent) said their performance management systems were effective, according to a survey of 837 companies conducted last fall by consulting firm WTW. And only one-third of the organizations said employees felt their efforts were evaluated fairly. 

Meanwhile, a Gallup survey conducted last year found that 95 percent of managers are dissatisfied with their organization’s review system.

The problem is not new, though it is taking on greater importance, experts say. Millennials and members of Generation Z crave feedback and are focused on career development. Meanwhile, the tight labor market has companies searching for ways to keep high-performing employees in the fold. Fewer than 20 percent of employees feel inspired by their reviews, and disengaged employees cost U.S. companies a collective $1.6 trillion a year, according to Gallup.

Lesli Jennings, a senior director at WTW, says part of the issue is that reviews are now so much more than a discussion of past performance. They include conversations about career development, employee experience and compensation. 

“The performance management design itself is not evolving as quickly as the objectives and the purpose that we have set out for what we want it to do,” Jennings says. 

Screen Shot 2023-03-15 at 84340 AM.png

Poor Review Practices

Some argue that means it’s time to completely scrap annual reviews and stop using scales composed of numbers or adjectives to rate employees. 

“Every single human alive today is a horribly unreliable rater of other human beings,” says Marcus Buckingham, head of people and performance research at the Roseland, N.J.-based ADP Research Institute. He says people bring their own backgrounds and personalities to bear in the reviews in what is called the “idiosyncratic rating effect.” He says the ratings managers bestow on others are more a reflection of themselves than of those they’re reviewing.

Buckingham adds that very few positions have quantifiable outcomes that can be considered a measure of competence, talent or success. It’s possible to tally a salesperson’s results or test someone’s knowledge of a computer program, he says, but he’s baffled by attempts to measure attributes such as “leadership potential.”

“I’m going to rate you on a theoretical construct like ‘strategic thinking’? Everybody knows that’s rubbish,” Buckingham says. He adds that performance reviews that offer rankings give “data that’s just bad” and insists that companies rely on data analytics because they don’t trust their managers’ judgment. But instead of working on improving their managers’ skills, he says, they put data systems in place. 

“Because we don’t educate our managers on how to have some of these conversations, we’ve decided that the solution is to give them really bad ratings systems or really bad categorization systems,” Buckingham says. 

R eviewing the Data

A mong North American employers:

  • More than 9 in 10 (93 percent) cited driving organizational performance as a key objective for performance management, yet less than half (44 percent) said their performance management program is ­meeting that objective.
  • Nearly 3 in 4 (72 percent) said ­supporting the career development of their employees is a primary objective, but only 31 percent said their performance management program was meeting that objective.
  • Less than half (49 percent) agreed that managers at their organization are ­effective at assessing the performance of their direct reports. 
  • Only 1 in 3 indicated that employees feel their performance is evaluated fairly. 
  • Just 1 in 6 (16 percent) reported having altered their performance management approach to align with remote and hybrid work models, which are rapidly becoming more prevalent.

Source: WTW 2022 Performance Reset Survey of 837 organizations worldwide, including 150 North American employers.

Data Lovers

Ratings aren’t likely to disappear anytime soon, however. “Data-driven” has become a rallying cry for companies as they seek to operate more efficiently. Organizations are trying to measure everything from sales to productivity, though such efforts can cause turmoil and hurt some individuals’ careers.

A June 2022 study of nearly 30,000 workers at an unnamed North American retail chain found that women were more likely to receive higher overall ratings than men, though women were ranked lower on “potential.” 

In that study, women were 12 percent more likely to be given the lowest rating for potential, as well as 15 percent and 28 percent less likely to receive the middle and highest potential ratings, respectively, according to the professors who conducted the study, Alan Benson of the University of Minnesota, Danielle Li of MIT and Kelly Shue of Yale. The authors also said women were 14 percent less likely to get promoted than men. “Because potential is not directly observed,” they noted, “these assessments can be highly subjective, leaving room for bias.” 

Screen Shot 2023-03-15 at 85749 AM.png

Birmingham left abruptly one afternoon and did not go in to work the next day, which he says Blizzard interpreted as his resignation. Blizzard did not respond to requests for comment.

Stack ranking became popular in the 1980s after it was embraced by General Electric. Its adoption has waned, though several tech companies continue to use it. Google and Twitter relied on stack ranking to decide who to let go in their recent rounds of layoffs, according to published reports.

Birmingham says that the system can cause anxiety and competition, which can kill team cohesion, and that arbitrary lower ratings adversely affect compensation and promotion potential. These systems can also suggest that a manager is ineffective, he says. “It implies that as managers, we basically have not done our job to hire them and train them appropriately or terminate them if they really aren’t working out.”

Birmingham says he is not opposed to ranking systems but doesn’t think they’re necessary. “I feel like the conversation about how to improve your career, what the expectations are for your job and what it will take to get to the next level are all things you can do without a rating,” he says.

Measurements Matter

Grant Pruitt, president and co-founder of Whitebox Real Estate, does not give any type of rating in his performance reviews, though he believes in using data to track his employees’ performance. “What isn’t measured can’t be managed,” says Pruitt, whose company has about 20 employees in several offices across Texas. 

At the beginning of the year, Whitebox employees set goals with their managers. Discussions are held about what benchmarks are reasonable, and these targets can be changed if there is a meaningful shift in business conditions. Team leaders hold weekly department meetings with their direct reports to discuss what’s happening and track progress. Managers hold quarterly private reviews with individuals to dig deeper into whether they’re meeting their goals and if not, why.

“Was it an achievable goal? Realistic? If it was, then what do we need to do to make sure we don’t miss it the next time?” Pruitt says. Whitebox switched to quarterly reviews about four years ago to address problems earlier and avoid having issues fester, Pruitt adds.

It’s easier to set goals for people in sales than for those in other departments, Pruitt concedes. However, he adds that executives need to brainstorm about targets they can use for other roles. For example, administrative employees can be rated on how quickly and efficiently they handle requests.

Pruitt maintains that the goal system makes it easier to respond when an employee disagrees with their manager about their performance review because there are quantitative measures to examine. The data also helps eliminate any unconscious bias a manager may have and helps ensure that a leader isn’t just giving an employee a good rating because they work out at the same gym or their children go to school together.

“I think that’s really where the numbers and the data are important,” Pruitt says. “The data doesn’t know whose kids play on the same sports team.”

Whitebox employees are also judged on how well they embrace the company’s core values, such as integrity, tenacity and coachability. Some of those values may require more-subjective judgments that can be more important than hitting quantifiable goals. 

Pruitt admits that there were occasions when he looked the other way with a few individuals who were “hitting it out of the park,” even though he believed they lacked integrity. But eventually, he had to let them go and the company lost money.

“They really came back to bite me,” Pruitt says.

Screen Shot 2023-03-15 at 84352 AM.png

Grades Are Good

Diane Dooley, CHRO of Iselin, N.J.-based World Insurance Associates LLC, also believes establishing quantitative methods to gauge employees’ performance is essential. “We are living in a world of data analytics,” she says. The broker’s roughly 2,000 employees are rated on a scale of 1 to 5.

World Insurance has taken numerous steps to remove bias from reviews. For example, last year the company conducted unconscious-bias training to help managers separate personal feelings from performance reviews. And all people managers convene to go over the reviews they’ve conducted. Dooley says that process gives everyone a chance to discuss why an employee was given a certain rank and to question some decisions. “We want to make sure we’re using the same standards,” she explains.

Currently, World Insurance conducts reviews only once a year because it has been on an acquisition binge and there hasn’t been time to institute a more frequent schedule. That will change eventually, says Dooley, who adds that she wants to introduce department grids that show how an employee’s rank compares to others’ on the team. 

“It’s just a tool that helps the department or the division understand where their people are and how we can help them collectively,” says Dooley, who has used the system at other companies. 

Dooley says she isn’t worried about World Insurance holding reviews only annually, because good managers regularly check in with their employees regardless of how frequently reviews are mandated.

Such conversations can easily fall through the cracks, however. “Managers want to manage the employees, but they get so caught up in the company’s KPIs [key performance indicators] and making sure that they’re doing everything that they need to do,” says Jennifer Currence, SHRM-SCP, CEO of WithIn Leadership, a leadership development and coaching firm in Tampa, Fla. “It’s hard to set aside the time.” 

WTW’s Jennings adds that managers sometimes avoid initiating conversations with employees who are not performing well. Such discussions are often difficult, and managers may not feel equipped to conduct them. 

“Having to address underperformers is hard work,” Jennings says. 

Additionally, experts say, coaching managers to engage in such sensitive discourse can be expensive and time-consuming.

Improve Your Performance Reviews

H ere’s how to make the review process more ­palatable for both managers and their direct reports:

  • Don’t limit conversations to once or twice per year. Every team is different, so leaders should decide what schedule is most appropriate for their departments. However, it’s important to deal with any problems as they arise; don’t let them fester.
  • Set performance goals and expectations at the beginning of the year so employees understand their responsibilities. This helps lend objectivity to the process by introducing measurable targets. However, the goals should be adjusted if there are major changes to the business or an employee’s circumstances. 
  • Explain how each employee’s position, as well as each department, fits into the company’s overall ­strategy. This will help employees understand why their job matters and why it’s important.
  • Simplify the process. There’s no need for a ­double-digit number of steps or numerous
  • questions that require long-winded answers. 
  • Consider a 360-degree approach. Input from employees’ colleagues or from other managers can help give a fuller picture of employees’ capabilities and contributions.
  • Eliminate proximity bias. You may not see some employees as often as others, especially if they work remotely, but that doesn’t mean they’re not working hard. 
  • End recency bias, which is basing a review on an employee’s most recent performance while ignoring earlier efforts. Don’t let recent mistakes overshadow the employee’s other impressive accomplishments.
  • Solicit feedback from employees. Reviews should be a two-way conversation, not a lecture.
  • Train managers to give advice calmly and helpfully. This is especially important when leaders must call out an employee’s subpar performance. 
  • Don’t discuss compensation during reviews. Employees are likely to be so focused on learning about a raise or bonus that they won’t pay much attention to anything else.

Increase Conversations

Finding the right formula for performance reviews is tricky. The company’s size, values, industry and age all play a role. Currence says businesses need to think about the frequency and purpose of these meetings. Some managers may have weekly discussions with their direct reports, but the conversations might center on status updates as opposed to performance. 

“We need to have more regular conversations,” Currence says. “There has to be a happy balance.”

San Jose, Calif.-based software maker Adobe Inc. was a pioneer when it eliminated annual reviews in 2012 after employees said assessments that look backward weren’t useful and managers lamented how time-consuming they were. Instead, Adobe introduced quarterly check-ins and did away with its numerical ratings system, even though the company is “data-driven,” according to Arden Madsen, senior director of talent management.

Screen Shot 2023-03-15 at 85749 AM.png

Adobe’s system has changed over the years as the company grew from about 11,000 employees in 2012 to around 28,000 today. In the beginning, employees were not asked a universal set of questions and the information gathered was not stored in a central place accessible to all. In 2020, Adobe instituted three or four questions that must be asked at each quarterly meeting, one of which is whether the employee has feedback for the manager. Other topics covered depend on the employee, their role and their goals.

Madsen says asking consistent questions and making reviews easily accessible are important, as internal mobility within the company has grown. 

Adobe, like many businesses, separates conversations about performance from discussions about raises and bonuses, even though they’re intertwined. 

“Money is so emotionally charged,” says WithIn Leadership’s Currence. “When we tie performance review conversations with money, we as human beings do not hear anything about performance. We only focus on the money.”    

Theresa Agovino is the workplace editor for SHRM.

Illustrations by Neil Jamieson.

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  • Artificial intelligence is disrupting professional workplaces with systems like ChatGPT and Gemini.
  • A study found that people mistrust AI for the wrong reasons while trusting it for tasks where it might mess up.
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The rapidly evolving technology has already started to disrupt day-to-day activities in professional settings, and leaders at the forefront of the AI revolution have been clear about how they hope to implement systems like ChatGPT and Gemini into the mainstream workflow.

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Candelon partnered with talent from top universities like MIT, Wharton, Harvard Business School, and the University of Warwick, and used his consulting company's own employees to execute the experiment, which he told The Journal was inspired by his desire to figure out how humans and AI can work together to help businesses.

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Heavy Machinery Meets AI

  • Vijay Govindarajan
  • Venkat Venkatraman

problem solving for account manager

Until recently most incumbent industrial companies didn’t use highly advanced software in their products. But now the sector’s leaders have begun applying generative AI and machine learning to all kinds of data—including text, 3D images, video, and sound—to create complex, innovative designs and solve customer problems with unprecedented speed.

Success involves much more than installing computers in products, however. It requires fusion strategies, which join what manufacturers do best—creating physical products—with what digital firms do best: mining giant data sets for critical insights. There are four kinds of fusion strategies: Fusion products, like smart glass, are designed from scratch to collect and leverage information on product use in real time. Fusion services, like Rolls-Royce’s service for increasing the fuel efficiency of aircraft, deliver immediate customized recommendations from AI. Fusion systems, like Honeywell’s for building management, integrate machines from multiple suppliers in ways that enhance them all. And fusion solutions, such as Deere’s for increasing yields for farmers, combine products, services, and systems with partner companies’ innovations in ways that greatly improve customers’ performance.

Combining digital and analog machines will upend industrial companies.

Idea in Brief

The problem.

Until recently most incumbent industrial companies didn’t use the most advanced software in their products. But competitors that can extract complex designs, insights, and trends using generative AI have emerged to challenge them.

The Solution

Industrial companies must develop strategies that fuse what they do best—creating physical products—with what digital companies do best: using data and AI to parse enormous, interconnected data sets and develop innovative insights.

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Companies will have to reimagine analog products and services as digitally enabled offerings, learn to create new value from data generated by the combination of physical and digital assets, and partner with other companies to create ecosystems with an unwavering focus on helping customers solve problems.

For more than 187 years, Deere & Company has simplified farmwork. From the advent of the first self-scouring plow, in 1837, to the launch of its first fully self-driving tractor, in 2022, the company has built advanced industrial technology. The See & Spray is an excellent contemporary example. The automated weed killer features a self-propelled, 120-foot carbon-fiber boom lined with 36 cameras capable of scanning 2,100 square feet per second. Powered by 10 onboard vision-processing units handling almost four gigabytes of data per second, the system uses AI and deep learning to distinguish crops from weeds. Once a weed is identified, a command is sent to spray and kill it. The machine moves through a field at 12 miles per hour without stopping. Manual labor would be more expensive, more time-consuming, and less reliable than the See & Spray. By fusing computer hardware and software with industrial machinery, it has helped farmers decrease their use of herbicide by more than two-thirds and exponentially increase productivity.

  • Vijay Govindarajan is the Coxe Distinguished Professor at Dartmouth College’s Tuck School of Business, an executive fellow at Harvard Business School, and faculty partner at the Silicon Valley incubator Mach 49. He is a New York Times and Wall Street Journal bestselling author. His latest book is Fusion Strategy: How Real-Time Data and AI Will Power the Industrial Future . His Harvard Business Review articles “ Engineering Reverse Innovations ” and “ Stop the Innovation Wars ” won McKinsey Awards for best article published in HBR. His HBR articles “ How GE Is Disrupting Itself ” and “ The CEO’s Role in Business Model Reinvention ” are HBR all-time top-50 bestsellers. Follow him on LinkedIn . vgovindarajan
  • Venkat Venkatraman is the David J. McGrath Professor at Boston University’s Questrom School of Business, where he is a member of both the information systems and strategy and innovation departments. His current research focuses on how companies develop winning digital strategies. His latest book is Fusion Strategy: How Real-Time Data and AI Will Power the Industrial Future.  Follow him on LinkedIn . NVenkatraman

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Europe’s Farmer Protests Are Part of a Bigger Problem

The unrest exposes the trade-offs that governments must confront on climate policy..

  • Climate Change
  • Christina Lu

After months of protests by outraged farmers in cities across the continent, European lawmakers are struggling with how to quell the anger sparked in part by new green agricultural regulations—a backlash that has underscored the difficult trade-offs confronting governments as they navigate the energy transition. 

To hit ambitious climate targets, European leaders have unveiled a raft of measures that would overhaul the agricultural sector , an industry that accounts for one-third of global greenhouse gas emissions. Yet those policies have infuriated tens of thousands of European farmers, who have staged massive protests to voice their frustrations with the economic strains of the latest climate regulations; soaring production costs ; and cheap foreign imports , particularly from countries with less stringent rules. 

Demonstrations continued to roil Europe this week as hundreds of Czech and Greek farmers poured into the streets of Prague and Athens, the latest in a wave of protests that has swept all but four European countries : Austria, Denmark, Finland, and Sweden. In some cities, enraged farmers have resorted to dumping loads of manure and hurling eggs at city buildings; others have used their tractors to blockade ports and roads . 

“As you’re imposing these stricter climate regulations on farmers, there’s a cost, and the cost has to be borne somewhere,” said Caitlin Welsh, a global food security expert at the Center for Strategic and International Studies. “If the cost is imposed on the farmer, well then the farmer is going to produce less. The farmer is going to protest. There are going to be ramifications.” 

Those ramifications are now coming into sharper focus as lawmakers—worried that far-right groups will exploit the farmers’ outrage ahead of European Parliament elections in June— cave to some of their demands. But even as lawmakers make new concessions, some farmers have vowed to ramp up their fight.

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Wait, let’s back up. Why are farmers protesting? 

While exact grievances vary by country, Europe’s farmers broadly say they are being pounded by a storm of converging pressures: a surge in production costs and drop in global food prices ; cheap agricultural imports that have flooded their markets, namely from Ukraine ; and now also a mix of national and European Union agricultural regulations targeting the farmers’ subsidies and use of pesticide and fertilizer.

When it comes to EU-wide policies, much of the farmers’ frustrations is directed toward the European Green Deal , Brussels’s plan to slash emissions by overhauling the continent’s food, transportation, and energy systems. The deal set ambitious targets for the agricultural sector to meet by 2030, including cutting chemical pesticide and antimicrobial use in half and reducing fertilizer use by 20 percent.

Yet the European farmers’ frustrations are also part of a larger global picture, said Christopher Barrett, an agricultural economist at Cornell University. “Farmers all over the world are under considerable stress right now,” he said. At the same time as falling global commodity prices and rising input costs are squeezing farmers, he said, governments are increasingly turning away from direct agricultural subsidies and instead supporting greener production practices.

In Europe, where one-third of the EU budget traditionally goes to the agricultural sector , many farmers are also accustomed to generous state support, and lawmakers’ proposed overhauls have sparked fierce resistance. In Germany, for example, protests erupted over Berlin’s plans to slash fuel subsidies to farmers, while French demonstrations have centered on a pesticide ban . Nitrogen taxation has been a key issue in the Netherlands, and an income tax break was one of the focal points of Italy’s protests. 

“Add it all up, and farmers in Europe and here in the United States are increasingly feeling under political attack—like support the government has long provided them is getting pulled back,” Barrett said. “Understandably, that concerns them.”

How are European leaders responding? 

Worried about alienating a major base ahead of European Parliament elections in June, lawmakers have rushed to make concessions to appease the farmers. In one of the sharpest reversals, the EU this month abandoned its major proposal to slash pesticide use by 50 percent, while top officials stressed that Brussels and the farmers share the same objectives. France, Germany, Greece , and Italy have also all diluted their original plans . 

“We want to make sure that in this process, the farmers remain in the driving seat,” European Commission President Ursula von der Leyen told the European Parliament in early February. “Only if we achieve our climate and environmental goals together will farmers be able to continue to make a living.”

But Europe’s far-right parties are also hoping to align themselves with the farmers and leverage their anger to score political points ahead of the June vote. French far-right leader Marine Le Pen, for example, has already harnessed the French demonstrations to criticize French President Emmanuel Macron; the Dutch populist Farmer-Citizen Movement has also capitalized on the farmers’ frustrations to rail against “radical environmentalism .”  

“Long live the farmers, whose tractors are forcing Europe to take back the nonsense imposed by multinationals and the left,” said Matteo Salvini, Italy’s far-right deputy prime minister, in response to the EU decision to shelve the pesticide restrictions.

“The rising radical right is really exploiting these protests,” said Rosa Balfour, the director of Carnegie Europe. “Because we’re moving toward the European Parliament elections, everybody is very alarmed by this.” 

Still, experts warn that making too many concessions could also backfire. 

“The risk is that if they give in to some of these demands, or if they continue giving into some of these demands, those young people who showed up to vote in 2019 will not show up again in 2024,” Balfour said. 

What does this mean for the green energy transition? 

Europe’s current conundrum highlights the difficult economic and political trade-offs that all governments will inevitably confront in shifting away from fossil fuels, particularly when it comes to overhauling the agricultural sector. As the energy transition gains momentum around the world, experts say Europe’s wave of protests may be a harbinger of what’s to come. 

“The EU might be hitting this problem right now most acutely, but other countries aren’t far behind,” said Barrett of Cornell University. “We will all have to adjust agricultural support policies to attend to environmental and health effects of our agrifood systems, and we have to ensure that farmers and rural communities aren’t deserted in the process.”

Farmers across Europe, in the meantime, have vowed to continue the fight. Greek farmers recently rejected Athens’s proposed concessions, while Polish farmers continued to chuck eggs at government offices and Bulgarian protesters ramped up resignation calls for the country’s top agriculture minister last week. And in France, where hundreds of farmers recently called for a “ siege ” of Paris, the head of the largest French farming union has warned that demonstrations could restart if government efforts do not go far enough. 

And the more that governments back down, the further the protests may spread. 

When farmers see a protest that is successful, “they say, ‘OK, well this is what we have to do. This is the way we mobilize. This works, and it actually gets people on our side,’” said Scott Reynolds Nelson, a historian at the University of Georgia and the author of Oceans of Grain: How American Wheat Remade the World . “So I think it’s going to explode.”

Christina Lu is a reporter at Foreign Policy . Twitter:  @christinafei

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Ukraine Isn’t Putin’s War—It’s Russia’s War.

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Two Years On, What’s Next in Ukraine?

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IMAGES

  1. Problem Solving Strategies Every Manager Should Apply

    problem solving for account manager

  2. Nine Steps to Effective Business Problem Solving

    problem solving for account manager

  3. Problem Solving Technique

    problem solving for account manager

  4. 7 steps in problem solving

    problem solving for account manager

  5. 15 Problem Solving Skills

    problem solving for account manager

  6. Problem solving in an important skill a manager must have.

    problem solving for account manager

VIDEO

  1. PROBLEM SOLVING!

  2. Problem solving Banking Final Account

  3. LinkedIn Account Problem solving Class-03

  4. How To Create Brainly Account

  5. Career Development Tips for Job holders

  6. Stop Following Frameworks in Product Interviews #productmanagement #productmanager #shorts

COMMENTS

  1. How to Learn from Problem-Solving as an Account Manager

    Account Management How do you learn from problem-solving? Powered by AI and the LinkedIn community 1 Identify the problem 2 Explore possible solutions 3 Implement and monitor the solution...

  2. How to Solve Complex Problems in Account Management

    1 Identify the problem 2 Analyze the problem 3 Evaluate the solutions 4 Implement the solution 5 Learn from the problem 6 Here's what else to consider As an account manager, you may face...

  3. Problem-Solving Methods for Account Managers

    Problem-Solving Methods for Account Managers Last updated on Sep 6, 2023 All collaborative articles Sales Account Management How do you generate feasible ideas for problem-solving?...

  4. How can an Account Manager improve problem-solving skills?

    Problem-solving skills are essential for any account manager who wants to succeed in their role and deliver value to their clients. However, problem-solving is not a fixed ability that...

  5. 44 Account Manager Interview Questions & Answers to Get That Job

    1. Why did you apply for this position? I am passionate about client servicing and enjoy working with multiple clients and interacting with them. I like working with different businesses to provide value-based solutions. Also, I am confident of bringing more clients to the company with my experience in the account management domain. 2.

  6. Account Manager Job Description (With Examples)

    Keep in mind that there are many variations to an account manager, including key account manager (who is responsible for managing the company's key clients), senior account manager,...

  7. 30 Account Manager Interview Questions and Answers

    Navigating a company through a crisis or PR issue is a test of an account manager's problem-solving and relationship management skills. Interviewers ask this question to gauge your ability to remain calm under pressure, communicate effectively with clients, and find solutions that protect both the client's interests and your company's ...

  8. The 6 Key Traits of Highly Effective Account Managers

    6) Earns Respect. Respect is the foundation of a good relationship. Account managers who can move people to action first take the time to get know them in an authentic and personal way. An account manager who builds strong, genuine relationships with people can protect a team from getting committed beyond capacity.

  9. Nurturing and Problem-Solving Your Key Accounts

    Nurturing and Problem-Solving Your Key Accounts in Key Account Management / When a customer has been with you for a long time or has brought in a substantial amount of business, they need to be nurtured as much as possible.

  10. What Is an Account Manager? How to Become One, Salary, Skills

    Problem-solving and troubleshooting skills. ... While account manager roles can be entry-level, many account managers start out working as customer service representatives, inside sales representatives and similar entry-level positions. Top-performing account managers can work their way up to higher-level roles like senior account manager or ...

  11. 5 Account Manager Goals (And Tips for Creating Them)

    In addition to meeting company-wide quotas, a good account manager aims to set personal growth targets. These goals can be tangible, like securing $25,000 in upsells in the next quarter, or intangible, like aiming to receive positive feedback from at least three key clients on a monthly basis. An added bonus to setting measurable growth targets ...

  12. 5 Common Pain Points of Key Account Management

    1) Being Reactive — Not Proactive Often, Account Managers are so caught up with day-to-day busy work that they don't have time or energy to talk strategy with their customers. Without a solid, up-to-date understanding of what clients are trying to achieve, it's easy to get caught on your heels and miss opportunities to add value.

  13. 12 Strategic Account Manager Skills: Definition and Examples

    3. Problem solving: Strategic account managers need to be able to quickly identify and solve problems. They need to be able to think on their feet and come up with creative solutions to challenges that their clients may face. 4. Time management: Strategic account managers need to be able to manage their time effectively.

  14. What is an Account Manager and How to Become One

    Senior Account Manager: In this role, you will take on larger, more complex accounts, demonstrating advanced problem-solving and strategic planning abilities. You might also mentor junior team members. Key Account Manager: As a key account manager, you will specialize in managing a company's most important clients. You will also work to ...

  15. 16 Accounting Manager Skills for Your Career and Resume

    Reviewing a list of accounting manager skills can help you assess your qualifications and identify areas where you may need additional training. Accounting Manager Skills. Analytical Skills. Expense Reports. Auditing. Problem Solving. Organization. Budgeting. Leadership.

  16. Essential Accounting Manager Skills: A Comprehensive Guide

    Finally, problem-solving rounds off this list. As an accounting manager, you're likely to encounter a range of challenges, from system errors to budgeting conflicts. Thinking critically and innovating solutions play a significant part in this role. Accounting manager hard skills

  17. 25 Technical Account Manager Interview Questions and Answers

    Use examples from previous work experiences to highlight your communication, problem-solving and interpersonal skills. Example: "I have been a Technical Account Manager for the past five years and have extensive experience providing technical support to clients. I am well-versed in troubleshooting hardware, software, and network issues.

  18. Problem Solving as a Manager: Definition and Tips

    Problem solving as a manager is important because it helps a company and its employees succeed. Managers who can overcome obstacles efficiently can increase their own productivity, improve job satisfaction of their team and encourage creativity within their department.

  19. What Is an Account Manager and What Do They Do?

    Resolving any customer complaints or challenges. Keeping track of the customer's account so they can recommend different company products or services. Understanding the client's budget and negotiating costs if the company can't meet expectations. Creating reports for executives and updating them on the account's current progress.

  20. Problem management: 8 steps to better problem solving

    Problem management is an 8 step framework most commonly used by IT teams. Your team can use problem management to solve for repeating major incidents. By organizing and structuring your problem solving, you can more effectively get to the root cause of high-impact problems—and devise a solution. Problem management is a process—used mostly ...

  21. The Performance Review Problem

    March 15, 2023 | Theresa Agovino. i Reuse Permissions. After an annual review that lasted about 10 minutes, a New Jersey-based account coordinator knew it was time to leave the public relations ...

  22. Find the AI Approach That Fits the Problem You're Trying to Solve

    Find the AI Approach That Fits the Problem You're Trying to Solve. by. George Westerman, Sam Ransbotham, and. Chiara Farronato. February 06, 2024. Illustration by Agnes Jonas. Summary.

  23. ANALYSIS: Can AI Solve ESG's Data Problem?

    Artificial intelligence disclosures to the SEC are on the rise. The references to AI are many and varied; some companies use it to cut costs, while others discuss AI's risks. A closer look at SEC filings in the context of ESG shows how AI could affect ESG data collection and disclosure. This is important because stakeholders are increasingly ...

  24. How Machine Learning Will Transform Supply Chain Management

    The Problem. Flawed planning methods make it extremely difficult for companies to protect themselves against supply chain disruptions. A Remedy. A new approach, called optimal machine learning ...

  25. AI Boosts Creativity, Can't Match People's Problem-Solving Skills: Study

    People's problem-solving skills far outweigh the help offered by AI, Candelon said. The study found that generative AI actually persuaded several participants to accept GPT's misleading output ...

  26. How to Improve Your Problem-Solving Skills for Account Management

    1 Identify the problem 2 Generate possible solutions 3 Choose and implement the best solution 4 Evaluate and follow up on the results 5 Here's what else to consider Problem-solving skills are...

  27. Heavy Machinery Meets AI

    The automated weed killer features a self-propelled, 120-foot carbon-fiber boom lined with 36 cameras capable of scanning 2,100 square feet per second. Powered by 10 onboard vision-processing ...

  28. Europe's Farmer Protests Are Part of a Bigger Problem

    February 20, 2024, 1:34 PM. After months of protests by outraged farmers in cities across the continent, European lawmakers are struggling with how to quell the anger sparked in part by new green ...