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If I think an AM is passive, it’s because they don’t take initiative, wait until they’re told specifically what to do, don’t volunteer fresh ideas, and seem to be happy with mediocre tactics/strategies/creative in ways that make me think they just don’t want to be bothered with doing the extra work to make it better. Not saying that’s what’s going on with you, but that’s what I’d consider to be a passive AM.
A couple of thoughts for you:
1. If you didn’t have any account management experience before this role (either at another internal agency or at an external agency), take your director’s advice and explore any offers you have. Adding an account management function in an internal agency is not a simple thing to do, and most of the starting team will either be completely ineffective or will burn bridges.
2. In the context described, passive likely means unwilling to push back. A good account manager knows when to push back on a client request (unreasonable timeline or budget, edits that don’t fit the brief, etc.) and when to push back on your own team (asking for too much time or missing deadlines, straying from the brief, etc.). It’s not about power. It is about balance between what looks like two masters (the client versus the agency) when you really are serving the customer.
3. Internal agencies are also more susceptible than external agencies to become apathetic with their creative. Account managers can help inspire great creative by writing good briefs and fighting for great creative to get approved by clients, and if you’re not doing that, it can appear like you’re being passive. Maybe you’ve never learned to do those things, or you’ve become accustomed to the status quo - all the more reason to explore other opportunities.
Good luck!
AM1 is astute and good guidance overall.
Pragmatically speaking, if the VP isn’t thrilled with the team, I’d half expect that they will systematically turn over this team in favor of outside agency account experience in the coming months, starting with the inevitable exist of the account director. As AM1 said, it doesn’t translate 1 to 1 (external to internal agencies), but sounds like the die may already be cast. 🤷♂️
In this situation it sounds like there is a lack of clear communication and no set expectations for the team.
1. Don’t beat yourself up over the VP’s current opinion of the team. You just received a new leader who was probably given the direction to shake things up. Ask for clarity and specific examples of how they define passive. This is an opportunity to learn a different way to approach AM.
2. Ask the new VP what their expectations are for your role, the team and what KPIs they’re tracking to measure success. It is their job to define success. If they can’t tell you what’s expected for you to succeed, you may be fighting an uphill battle.
3. It’s great that you know your leadership style. I’ve found that while I excel at servant leadership, I occasionally have to use a different approach with specific people on my team. You should communicate these strengths directly with the new VP. This is an opportunity to see how they respond to you knowing your strengths. Are they encouraged, dismissive or are they asking you to change to their style. A good leader understands the importance of having diversity in approach on their team.
If the new VP is willing to lead and help shape the team, it sounds like a great opportunity to grow your skills and impact on your newly formed agency. It will take a new leader a minimum of 90 days to start shaping thing up. Give it a shot and focus on clear communication. If it becomes toxic, get out. There are too many opportunities available to stay in a toxic environment.
I hope this helps. Good luck!
Thank you so much for this feedback, I gave the passive gb more thought & am working through that, I can see some areas for improvement for sure.
When the VP attends the next team meeting I’ll def ask questions, might be a while until that happens. I think I’m in an awkward spot because I report to the Director & feel like going around the Director wouldn’t look good (?) but do really want to have a more specific conversation with the VP. Not sure if you have any advice on the political part here. Thanks again
^Continued…. My director doesn’t see eye to eye with the VP, is going to quit & said if I had any good offers explore them vs turn them down.
1.you shouldn’t be vetting creative. You should be supporting it. If creative is bad this is an entirely different situation.
2. Writing a brief doesn’t overcome passiveness? Your original question seems lost now, which might be part of the problem.
Thanks everyone this was helpful advice! If anyones curious on the resolution it sounds like I caught my director at a vulnerable moment and projected fear. I spoke with another manager and I don’t think the Vp thinks all is lost on our team. vps trying to shake things up and the passive comment was meant for our entire creative operations. Not just AMs.
I received a personal slack from the VP saying I did a great job in a meeting I led so things are looking up.