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^ Start by wording this better.
Recognize that at a senior/director level it's your job to support the people you manage, not the other way around
I see a lot of managers that do not ground their team on purpose and passion. Connect with your folks on a human level to understand where they are coming from. It's not what they do each day it's why they do it. Nobody wants to get projects handed to them without something that drives them and makes them feel part of something. I know it is hard based on some of the work we have to do but at the end of the day I will stay with a dynamic fun team with a common goal versus a jackhammer boss that just wants to push push push without any recognition.
Autocorrect
I don't understand.
Does not matter the discipline. Provide opportunities for team growth. Be patient and work with struggling juniors. Encourage and support but also know when to lay down the law. If your team is working late then be around for support. Give them room to run.
Meant to say: I am a senior account manager. Want constructive feedback to be good at my job.
That can take a while, one would hope you're somewhat good at your job if at account director level so far. What exactly are you asking advice to improve on or be good at??
What do juniors, creatives wish they got from their Account leadership ? Seen a lot of complaints on here so I know there is a lot of it out there.
Most creatives want to be consulted with and feel part of team as experts in their field and not "betrayed" by account by promising the client something or agreeing to a solution without checking with the team. Also, let people talk first and listen, then come in with a takeaway and a direction. Always ask team what they think first, etc