What I Learned About Magic from My Account Manager

Zoe Tang, McKinney "Mtern", rising junior at Duke University
Zoe Tang, McKinney “Mtern”, rising junior at Duke University

McKinney “Mtern” Zoe Tang offers insight on what she learned while interning with the account management team at the Durham-based agency.

 

When I joined McKinney this summer, I wasn’t sure what I would be doing as an “account management Mtern.” The name isn’t exactly self-explanatory.

I figured that I would be sitting in on a lot of meetings, working with people, and maybe doing some industry research. What I didn’t realize was how enlightening it would be to shadow my wiz of a manager, someone who has given me a deep appreciation for soft skills like communication, resourcefulness, and conflict resolution. Account managers are masters of the art of nuance and have an almost magical talent for dealing with people.

Below are the top three most unexpected, yet profound, things I’ve learned from my time as an “Mtern” (that’s McKinney talk for “intern”).

  1. Be intentional in the way you deliver feedback

Everybody’s a critic. And when you deliver a critique to people who put in hours of painstaking work to bring creative content to life, it can feel soul-crushing. In essence, you’re popping their dream balloon.

This past week, I witnessed a client deliver some unexpected feedback, asking the creative team to head in an entirely new direction. As the words echoed across the meeting room, you could see faces fall in disappointment.

My manager immediately sprang into action, acknowledging the client’s feedback on the creative while setting realistic expectations of what it would take to address and implement the change in direction.

A huge part of being an account manager is being an advocate and cheerleader for your creative team. This means being sensitive to the team’s feelings and understanding all the hard work that goes into making their vision a reality. Sometimes it even means highlighting positive comments during tough times to boost morale.

That day, I learned that feedback can be given in a way that doesn’t feel as soul-crushing as it potentially could be. Feedback should always be approached carefully, keeping in mind the value of the initial work.

  1. Never underestimate the importance of relationship-building

Conversations at McKinney don’t typically start with “How are you doing on that deadline?” or “Did you get my email about that new project?” More often, they go like this: “Your last Instagram post looked like so much fun. How’d you like your trip?” or “What do you think of this cool, vintage couch I found for my TV room?”

My manager knows her team’s favorite colors, pet names, and anniversaries. We’ll hop into a co-worker’s office to ask about a work question and end up staying to chat about their weekend or discuss seasonal allergies.

It’s easy to think that taking the time to foster and enjoy personal relationships is detrimental to getting work done. How do you focus on work if all you do is talk about each other’s favorite restaurants?

I came to realize that becoming trusted friends with your team members is invaluable in creating a collaborative and productive workspace. My manager will know how to approach a producer when they are stressed or overworked. She can navigate around people’s pet peeves or use their favorite candy to motivate them on a busy day. Turns out, relationship-building can be equally as important as drawing out timelines when it comes to getting work done.

  1. Sometimes, it’s okay to let others know you’re not perfect

“Is there a schedule for this? I can’t find it. Sorry, Friday brain.”

After sending that message to her team, my manager was quick to clarify that she normally isn’t a proponent of self-deprecating remarks. “It’s important to believe in yourself and give yourself credit,” she said.

Then she dropped this nugget on me: “But sometimes it isimportant to show that you’re not perfect because it allows other people to show that they’re not perfect either.”

During my time here, I’ve been able to peek into the massive toolbox of tips and tricks that account managers utilize to help them stay buttoned up. They triple-check all their facts before sending a message, send screenshots during conversations for ease of reference, and take exceptional care in crafting concise emails — just to name a few.

Professionals aim to project an image of perfection. You want people to think that you’re good at what you do. So, yes, be thorough. Triple-check those details and keep records of everything you do. But, in that moment, my manager reminded me that it is also okay to admit when you need help. It allows us to be more human with each other, and transparency is ultimately what makes for an effective team.

So what exactly do account managers do?

It takes a unique personality to be a great account manager. You have to juggle ever-changing deadlines, manage a myriad of teams, and be meticulous in all that you do. However, the work requires something more than that.

Account managers are in tune with the emotional heartbeat of each person in a room. They handle a slew of last-minute requests with a skip in their step and a sparkle in their eye. They comfort, they energize, and they inspire. In essence, they make magic.

So, what do account managers do? I might not be able to sum it up in a one sentence, but I can promise you this — they do a lot.

This summer, McKinney celebrates 20 years of “Mterns,” including the third recipient of the Joni Madison Diversity Scholarship, our 10th MAIP intern, and our first-ever army veteran Mtern.

Zoe Tang is a rising junior at Duke University, majoring in public policy and psychology.