Why Client Relationships Matter

SPEAKER_01 0:00

Hey everyone, I'm your host, Ava Hines, and today we're getting radically candid about one of the most critical parts of our business, client relationships. In this episode, we're digging into what it actually takes to manage, scale, and retain the accounts that keep everything moving. We're talking about what the full client lifecycle looks like from onboarding to long-term partnerships and the skills that separate good account managers from great ones. Whether you're in account management, working alongside it, or just want to understand how strong client relationships are built and maintained, this one's for you. So welcome. Introduce yourself, call it we've been at cognition with your background in account management.

SPEAKER_00 0:50

Sure. So I've been at Cogmission for almost a year. I started last year, March 31st. Time flies. It does. It's not really that. Yeah. So account management has been the common thread working with clients to achieve the vision for whatever it is that they're doing, selling, people they're supporting, experiences that they're putting together for themselves and for others. And for the last 15 plus years, I've been in the tech environment in account management, between account management, product, tech.

unknown 1:24

Yeah.

SPEAKER_01 1:24

What got you interested in that first?

Day To Day Account Management

SPEAKER_00 1:26

Yeah. So it again kind of fell into it. So my first career was in tourism. Uh yeah, we organized choir tours internationally. I did that right out of college for about 11 years and developed into an account manager role really out of love for the industry and being able to help people realize their vision for what they wanted to achieve when they were abroad. And then I made a hard pivot into tech. In Burlington, Vermont, which is where I was living, there was an up-and-coming automotive digital marketing company that was relatively new, dealer.com. I heard about it and thought it would be interesting to transition into tech. And the common thread for me there was account management. I didn't have much of a technical background at the time, but I had the relationship management. I had success in helping others achieve success. And that translated really well into building the relationships and building the trust and helping our clients realize their goals through the technology and participants that that company provided at the time.

SPEAKER_01 2:40

And then going into account management, I guess mostly outcome is what is the day of day of managing client relations look like between you and your team?

Responsiveness Without Instant Answers

SPEAKER_00 2:48

Yeah. So a lot of communication internally and externally. So the team, we stay really tight on what's happening across all of our accounts and support one another. We spend our time both understanding what's happening, what might not be happening that needs to happen. We spend time reviewing performance, looking at opportunities that might be something that our clients would feel interested in and help support their business. We schedule regular meetings with our clients to make sure that we're keeping a pulse on how they're doing and might be proactive, both of our recommendations, check-ins, you know, our frameworks in place to make sure that we're getting done what we need to get done. But really, we're very, very focused on our clients and also their customers are. Ultimately, you know, when you think about the end user experience, their clients. And so we really view our role as the being a strong partnership to help them. And that also translates into lots of internal dialogue across multiple teams. So we bring direct client feedback from our calls with clients to our product teams, our tech teams. We serve as the advocate, right? So both for the client internally, but then also when we're in internal meetings and discussions within cognition, we represent the client. So we we are pretty vocal when it comes to being the voice of the customer, which you may know. I feel strongly that in a role like this, it's our job to have our clients' backs. I agree. Right. For sure.

unknown 4:30

Yeah.

SPEAKER_01 4:31

And then how do you guys balance being responsive to the client's needs?

Retention Through Listening And Value

SPEAKER_00 4:35

We would love to have all the answers the second the client brings it up question. And we don't, but we can be responsive by acknowledging the request and then working to, you know, get back to them and keeping them informed of our progress as we're researching if it's a complex issue, if it's something immediate, you know, sometimes it'll, you know, we'll get an email or or yeah, if it comes in via email and it's something that we feel we can, you know, within a short period of time resolve internally, we'll do that before getting back to them. Unless it's you know code red coming in from the client, you know, then it's let's pick up the phone and and find out more. Right. Right. So if if uh if a request is straightforward, it's a little brilliant knowledge, but but if um but if it's straightforward, if it's not, if it's more complex, then I'm always an advocate of picking up the phone and finding out what's going on.

SPEAKER_01 5:26

Yeah, then along with that, what's the key to client retention in your opinion?

SPEAKER_00 5:30

I think it's that. I mean, I think you can never feel too comfortable in a client relationship. I think it's important to make sure that you're whether you've known them for three months or three years, and whether you have that long depth experience or not, being communicative, responding to emails, actively listening. I think that's a big one. I think that's for retention, for growth, for anything, right? Like I think, you know, we have our principles around account management. We have goals that we're looking to help our clients achieve, that we're looking to achieve. But at the end of the day, one of the most important things we can do is ask the questions, really listen to learn what our clients are saying, whether they're saying it directly and very specifically, or if it's kind of reading between the lines, right? If it's really having a pulse and actively listening with retention, it's making sure they see the value in every interaction, their understanding to continue to see the value of what we're providing to them and knowing that we are in every sense of the word a partner to them.

SPEAKER_01 6:45

Yeah, I totally agree. Just like also that problem solving, active listening geese too.

SPEAKER_00 6:50

Absolutely. Because sometimes too, you know, clients can come to us with a request, and the request might not be or what they're asking for might not be exactly what will solve their issue. So it's really important to understand the why behind their question or the grants, right? And and then tease that out a little bit. And then maybe we find a solution that's even better for them.

SPEAKER_01 7:13

Yeah. What would you say the life cycle is of a relationship from the beginning to present?

SPEAKER_00 7:18

So our clients will hear about us in the marketplace or you know, through other clients. And as they learn more, want to learn more, they'll work with someone from our sales team who will, you know, do the initial discovery work for what they're looking for, how our products align to their needs. And then from there, once a client is either close to signing or has just signed or pulled in, oftentimes it's well before the contract has been signed. So we get some initial context. And then once the client signs, we schedule both internal and external kickoffs to make sure that we're providing all necessary information internally to teams that are going to be working on the accounts, making sure that they, you know, any questions that they have or clarifying details, we can provide them. And then we do the same for uh the external to client call. So at the on the kickoff, we're looking to speak with both the folks who were part of the sales process as well as those who are going to be actively working on the account because that's not always the same team. So yeah, and then that sets the stage for you know the goals that they're looking to achieve, how we can help them, the cadence by which they want to speak. You know, we want to make sure that we're mindful of how we have recommendations for how often we'd like to speak with our clients. Right. Some clients want to increase that cadence or speak less. I think what matters most is that we understand what success looks like for them. And so that's really the purpose of that first kickoff call. Also, want to make sure that we're setting the stage for them that we eat our for them whenever they need us.

Hiring Traits And Common Mistakes

SPEAKER_01 9:03

Yeah. And then what skill or qualities do you believe make someone a great manager?

SPEAKER_00 9:10

Like, what are you looking for when you're hiring? I'm looking for people who like to work with people. I mean, you can't really be in this job if you're afraid to pick up the phone or not willing to invest the time and having conversations. It's very easy in the space that we're in to do so much electronic communication. But the power of an actual phone call and leaning into the conversation and showing your client that you actually that you care about them as humans, about what they're going through, right? So that relationship management is a really important piece. And then a natural curiosity is something that I look for, right? Somebody who, you know, is is curious and just naturally asks questions as well as learning sort of some of the more consultative questions that one can ask. But that natural curiosity, I think a desire to learn, because we are in a space that's well, it's never evolving. And, you know, stay on top of the latest trends can be challenging and a little easier here at Cognisher because of our state of streaming and incredible tools that we have here. Incredibly, a little suck for you guys. Um, but but you know, wanting to learn and and then, you know, it goes back then also to our core values, right? So daring to have a conversation, maybe understanding that you don't have all of the details for the conversation, but creating that space, bringing that curiosity to get the meaningful conversation. And, you know, the innovative piece, right? Innovate is one of our core values. One of the ways in which we support our clients is providing resources that they can use, right? And we that means some things we already have, some things we don't. So don't be afraid to create what your client needs and work, you know, get some feedback from the team internally. What I look for are people who've demonstrated respect in their previous roles. And respect to me shows up in so many ways. It's it's not, it's it is how we carry ourselves in a conversation, right? The space that we make for our clients, the how we communicate, but it's also, you know, being respectful of their time, making sure we're using their time wisely, that we're preparing them, that we're following up. And that obviously carries over internally as well. So I'm looking for folks. I think what sets people up for success, it's people who have demonstrated strong teamwork and collaboration because you really can't go it alone, especially not as an account manager. You'd like to think you have the answer and know everything, but that's impossible. And that's what makes a team like Cognitions excellent because we have product marketing technical teams there. But what I'm looking for are people who are willing to take the steps to get the information they need to sit to support their clients.

SPEAKER_01 11:58

Right, to collaborate. Yeah. Yeah. And then along with that, what's the biggest mistake that you see in account management?

SPEAKER_00 12:04

I think I just alluded to it. And they need to have every qu all the all the answers. You need to build trust with your client by listening, understanding the ask, and getting the information to them. If that means you need to ask them for some time, great. But then get back to them when you say you would, right? I think that's the biggest thing. People wanting to be able to do everything themselves and thinking that is the requirement. There's obviously work you need to do, right? And to find the answer and collaborating work, you know, as as needed to find the answers. But I'd say that. And also, you know, in business, right? Or say account management, you know, it's good to have certain frameworks in place, right? You follow for certain standards, you're doing certain things that you know work that's part of again, say framework, but you don't want to be cookie cutter. Yeah. Right. And so that would be the thing I'd advise anybody looking into account management. The second it becomes like you're just on repeat. Then I I check myself and say, okay, is this just because this is a part of the process? Or does the client know I'm talking to them and speaking to them about their business? Right. So I think as much as you want to, you know, check the boxes, you still need to make that relationship unique to your client.

SPEAKER_01 13:26

Would you say that's advice you'd give to someone? Oh, yeah.

SPEAKER_00 13:30

Yeah. Yeah.

SPEAKER_01 13:31

Yeah.

SPEAKER_00 13:31

And I think especially somebody's newer career, right? Like it's good to have like understand, okay, these are the things I have to do. But here at Cognition, we want to make sure that folks who do step into that role have a good understanding of that already. So then it really becomes, okay, like, let me work on really understanding how to best engage with the client. Right. What questions do I ask? What, you know, how deep can I go? Right now, to go deeper.

SPEAKER_01 13:57

Yeah.

SPEAKER_00 13:58

In genre hall. To go deeper. And then also, like, who are you as a human? And then don't be afraid for them to get to know you as that human. Just because there's nar them there may be a framework in place. The way I go through taking care of my clients and speaking to them might be different than how you would. Right. Right. As long as the end result's fine, we're getting the work done. But don't be afraid to be yourself. Because that at the end of the day is I think what matters. Yeah, the most and creates the most authenticity with your client.

Reporting That Ties To Client Goals

SPEAKER_01 14:30

Agreed. Also, just like I feel like it's that transparency too, and people can see through that. Absolutely. Not being yourself. Yes. That's like life advice. And then it's like exactly. Yeah. Yeah. Uh yeah. Agreed. Well, now we discussed like the journey of a client relationship and the account manager. Now when you have the client and you talk about data and reporting, what value do you believe that brings?

SPEAKER_00 14:55

So I think it helps them know how they're doing, if the body that they're investing is where it should be going. If it's so data is really helpful. And data needs to be understood in the context within which it's discussed, right? I mean that, you know, cognition, we care deeply about data, about measurement, and providing transparency into how campaigns are performing. And data is is key to that, but also really understanding being able to tie the data back to what matters to the client. So again, that's where it comes back to what are the clients' goals? What are we seeing for trends? At what point do we want to raise the flag to the client and say, Hey, here's some things that we're noticing. Are you anticipating that? Let's happen, right? That's one of the reasons why we have those regular touch points.

SPEAKER_01 15:47

Right. Yeah, it's completely lion data because you're talking about data they don't care about.

SPEAKER_00 15:51

It doesn't matter. It doesn't matter, completely waste of time. Yeah. Yeah. And that was all the to the relationship management, right? Like, what are the things that we can do to make your or your team's jobs easier? Right. How do we help you in your retention efforts to your clients? Like, right, one of our questions to our clients is like, you know, what matters most to your clients and and how do you support them? And what ways can we support that journey?

SPEAKER_01 16:19

Yeah, I totally understand. And then what's a big misconception that you guys hear from clients or about programmatic?

SPEAKER_00 16:27

I think my favorite is I didn't see an I ad yeah, but I know it's working, right? And so I think that's where the measurement piece comes into play. Right. Which is so important. It's it is different. I think that we're seeing a learning curve. I think some of the folks who are clients of ours who are most successful are understanding that programmatic, it isn't whether or not programmatic is something they're doing. Yes, they're doing it and they're incorporating it into their overall marketing plan. Again, it's a learning curve, and our team is is here for the questions. Our team is here to help with training, you know, where where it's needed. But I'd say that's that's one of the first and foremost.

SPEAKER_01 17:10

Yeah. I feel like I hear that one a lot. I also hear preamp versus fast. Yeah, yes and right.

SPEAKER_00 17:17

Like yes and yes and there are eyeballs everywhere that you want to be where where they are. And just because you might not be familiar with a certain platform doesn't mean there aren't, you know, thousands of people who are signing in every day.

SPEAKER_01 17:35

Yeah. Yeah. Well, thank you for so much for coming. Yes, it's a great conversation. Thank you.