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4 Ways to Build Better Relationships with Your Team to be a Better Key Account Manager

July 5, 2017/0 Comments/in Key Account Management /by Alex Raymond

As a Key Account Manager, you know how important it is to develop good rapport with your clients. Personal connections improve our client relationships since we tend to want to do business with those we trust. But are we neglecting our bonds with own teams?

The personal and professional connections we make with our colleagues improve our ability to perform at our peak. Office friendships improve our well-being, help us reduce work-related stress and keep us looking forward to each day. Collaborative relationships empower us with reinforced customer support, as we feel our colleagues “have our backs” when we need assistance or inspiration in caring for clients.

Here are four ways we can strengthen our relationships with our colleagues and support teams.

Ask for advice

While KAM’s share similar attributes which allow us to excel in our fields, we’re still individuals. Each of us has our own personal style and approach when handling issues. Sometimes, a fresh perspective will get us through those “stuck” moments. Being comfortable asking colleagues to be our sounding boards has a number of benefits:

Enhances our ability to serve our key clients by providing well-rounded insights
Strengthen bonds with colleagues through ongoing communication
Encourage mutual respect, by acknowledging one another’s expertise
Keeps others in the company in the know about your clients

How do you feel when someone asks you for advice? Let’s be honest. It makes you feel good. People love to know they are valuable. You may even realize that you feel more open towards the advice-seeker. Psychiatrist Sue Varna, in an article for NBC, writes: “I frequently hear from my clients that they don’t feel appreciated at their job or at home on a daily basis. Asking for advice makes them feel “in the know” and it makes you appear humble. People love humble people.”

Varna acknowledges that it can be difficult to show vulnerability, especially to coworkers, but insists that the end result paves the way for mutual trust.

Cut loose outside of work

You’re driven, and that’s usually the side you show when you’re in the office. How often do your colleagues and support teams see the other side of you? You know, the “you” who has a crappy golf swing, can sing “99 Luft Balloons” in German without looking at the words on the karaoke screen, or who wants a buddy with whom to brave a rock wall climbing class. Get out of the office with your colleagues and team once in awhile, on an individual or group basis, and help them get a more well-rounded view of you as a human being.

Don’t initiate activities in which you are an expert. Try to find a somewhat level playing field outside the realm of the office, or even better, put yourself at a disadvantage. As with asking for advice, showing vulnerability improves relationship bonds, but in this case, you’re engaging in a fun environment.

Stay informed of your colleagues’ projects

You should already have a colleague or two with whom you play “backup” when one of you needs assistance with a client. Check in with these fellow KAM’s once in awhile to ask if they need a hand, or if they’d like to brief you on current developments. Be an empathetic and discreet sounding board to colleagues who need to vent. Keep their client industries in your news feed, and forward articles you feel may help your colleagues.

By reminding your colleagues that you’re in tune with their projects, you’re reinforcing their trust in you to be there for them when they need you. In turn, they are more likely to keep your clients in mind as they go about their business, and each of you will feel better about asking for help—professional or otherwise—when the need arises.

Is relationship building difficult for you? Use relationship mapping techniques to help you determine how your actions can benefit your colleagues’ goals, and to help keep you from neglecting relationships you know are important to your own.

Show gratitude

Did a colleague field your client calls while you were out of the office? Did one of your staff dig up data that had a huge impact in improving your key account service strategy? Thank these people individually, but find a way to sing their praises in front of their superiors and other office staff, such as at a meeting or in a brief.

Giving credit where credit is due establishes you as trustworthy and confident. By showing your appreciation of your coworkers, and encouraging others to do the same, you’ll become that person for whom others will walk through fire. Be genuine and specific in your praise, and back it up with a token of appreciation. Anything from a thank-you card to tickets to a hockey game will go a long way to showing you’re serious.

The takeaway

Relationship building is not a one-and-done activity; it requires ongoing attention. Making genuine, empathetic connections within your team is as important as nurturing relationships with your key clients. As a successful KAM, you are a polished professional, but you’re also a human being. Focus on relationships beyond just your clients, and you might discover over time that this will improve your overall KAM skills.

Curious to see how you can take your Key Account Management skills to the next level? Download this helpful ebook on how to create powerful account plans for your key customers or sign up for a demo of Kapta.

5 Interview Questions to Ask Your Future Key Account Managers

June 19, 2017/0 Comments/in Key Account Management /by Alex Raymond

Key Account Managers are above and beyond the ordinary. When you are interviewing potential talent for your team, be sure to ask questions specific to a KAM’s leadership role at your firm. Why? The best KAMs have qualities of a leader, even if they aren’t one in the company.

Do you interview future KAMs in your company? Learn five questions that could help you determine if a prospective KAM is worthy of managing your most valued clients. Don’t make the mistake of asking generic interview questions. Those are too predictable, and thus will only produce predictable answers.

What are three emerging trends in (your firm’s) industry?

If you stump your candidate with this one, the interview is already over. A solid KAM is an ardent researcher and meticulously prepared. Your ideal candidate should leave you coming away from the interview better informed about your industry. Bonus points if the candidate is familiar with your key clients and the trends making news in their market environments.

How do you manage stress while at the office?

This is a fairly broad question, yes. Short of the candidate telling you about her collection of engraved flasks, there are few wrong answers, and many angles from which to approach the topic. The bottom line with this question is that your future KAM needs to have a way to manage stress that works best for him. For the job, it’s not a matter of if they will endure stress, but when.

The following are a samples of responses that indicated healthy self-care and self-awareness skills:

“I’m not afraid to take a deep breath and excuse myself for a moment to cool down.”
“Sometimes stress is due to a misunderstanding. I’ll reach out to the other person, state how I interpreted the situation and ask if that matches their perspective.”
“I might review my strategies and organization practices and find out what isn’t working. For me, stress is a byproduct of chaos.”

When is it wrong to put others before yourself?

You want to know if your potential KAM has healthy personal boundaries and is savvy with time management. You don’t want your new team member to burn out from going overkill in his first few months. This question will likely put the interviewee off guard for a moment, but his comeback should not make you regard him as a doormat with a tie. An ideal candidate will convey aptitude for balancing client needs, your firm’s goals, and his own ability to be realistic about his limits.

With what personality types do you find it difficult to share an office, or to do business?

No sane or honest person will ever answer, “Oh, I get along with everybody.” As the interviewer, you are responsible for finding a candidate who is compatible with your company culture and with your Key Account contacts. A confident KAM candidate will be honest and open with her answer because she knows that “difficult” doesn’t mean “impossible”, and that her candid response will ensure that, should she be hired, she is matched with compatible clients.

What are your three favorite productivity tools, and why?

Organization skills are paramount to the success of a KAM, and the candidate should quickly be able to identify at least three methods of keeping track of customer accounts. Ideally, the named tools should be applications or software. Wall calendars and bound day planners are nice, but a good KAM should be able to share information with associates and backups at the touch of a button.

Does your candidate mention metrics? Analysis? Market research? He should indicate that his toolbox allows him to stay informed of both your firm’s markets and your clientele’s industry and overall goals.

Takeaway

When interviewing a new KAM, you should act like a KAM. Use your listening skills to get a sense of how the candidate is responding to questions. His answers will tell you as much through body language and demeanor as they do with words.

Be sure to humanize the experience. A more casual approach to the interview will help you determine what drives the candidate in his career and in his personal life and will encourage a dialogue that helps you explore the potential KAM’s personality. The more you know about the candidate—as with your Key Account contacts—the better you can position him for success as a strategic partner.

Finally, as with your clients, you reap what you sow. Diligence in asking the right questions of your candidate, and listening for the entire spectrum of their answers, will help you find the right fit for your firm and your Key Accounts.

6 Signs You’re Doing a Good Job as a Key Account Manager

June 12, 2017/0 Comments/in Key Account Management /by Alex Raymond

If you perform well as a key account manager, you can be handsomely rewarded. You might receive great referrals, accolades from your superiors, and solid reviews from delighted clients. There’s much more to your client relationships than a few messages back and forth here and there.

It’s not enough, as a KAM, to simply show up each day. Perhaps you find yourself wondering how well you do your job. Below are six signs that you’re doing a good job as a key account manager.

1) Regular Flow of Referrals

If you find yourself receiving phone calls and e-mails from new customers who tell you that they were referred to you by one of your key accounts, take that as a good indicator of your performance. Referrals are significant because 54% of executives and sales professionals consider customer referrals to be the best source of leads. Conversion is more likely to occur because the referring source has provided a trusted testimonial. In other words, your efforts have impressed your clients enough for them to go out on a limb to recommend your firm. This doesn’t happen every day.

2) Your Key Accounts Proactively Renew their Contract

Some KAMs are reactive with their duties, especially when contract renewal time rolls around. They might even wait until after a contract expires to then contact clients to try to convince them to renew their contracts. If your customers are proactively reaching out to you in advance of their contract renewal date, then that is a good indicator that you are doing an excellent job of managing their accounts. They want to keep the relationship with you going. On a side note, if you are a high achiever, there stands a chance you might even beat them to this step – as being proactive on your own part is what quality that makes you a cut above the rest.

3) Ongoing Recognition and Awards

Recognition by colleagues and executive staff does not occur by accident. Awards and recognition are earned by KAMs who consistently exceed the expectations that have been set for them. They are proactive, efficient, professional, and are experts at solving problems. If you are being recognized for your hard work, then you are performing well.

4) Clients Seek Your Advice in Other Areas

Much the way referrals work for you from you key accounts, the same can apply to your clients the other way around. How so? If you are a software specialist who frequently receives calls from your clients asking for recommendations on phone systems, laptops, and other items you do not handle, you can interpret these requests as a sign that you are doing a good job. Requests for recommendations of other goods and services your clients know you don’t manage, means they trust your expertise and view you as a valuable resource. Think about when you last went to purchase a vehicle or a phone. Did you ask someone who has never driven a car what they’d buy? Probably not. You likely asked the neighbor or friend who has driven many automobiles and seems to know a little bit about them.

5) You Don’t Create Fires Others Have to Put Out

If others on your team rarely have to get involved with your key accounts due to mismanagement, then you are likely doing an excellent job. Sometimes, no news is good news for your executive team. It means that you are proficient at finding creative solutions to problems and become a master at preventing them from occurring. This is likely due to your consistent ability to follow up at the right times, anticipate client needs and provide creative solutions for when things start to turn south. Even if there are misunderstandings or missed deadlines, your ability to stay calm, collect, and professional might be what keeps your client from becoming a squeaky wheel.

6) Your Peers Look to You for Advice

When your fellow KAMs and your superiors turn to you for suggestions and guidance, they are conveying their confidence in your job performance and want to take some of your best practices and implement elsewhere in the company. They recognize you as a leader and trust your decision-making prowess. In short, they see the outstanding job you are doing and want to follow your path to success.

Takeaway

In the world of key account management, it is not sufficient to simply perform your job responsibilities with an average level of execution. Being an above-average KAM requires you to want to be good at your job. The presence of the six signs above is a reliable way to measure how well you are performing in your position. Even if you can check these off with ease, it doesn’t hurt to review them from time to time. After all, it’s consistently striving for excellence that got you to where you are today, not complacency and mediocre actions.

Critical Skills for Key Account Managers: The Power of Purposeful Listening

March 24, 2017/0 Comments/in Key Account Management /by Alex Raymond

Key account managers (KAMs) carry a very big responsibility. They are tasked with protecting the business of an organization’s most valuable customers. KAMs achieve this in two ways: They use their expertise of their own company’s products and services to show how they will deliver the results the customers need, and they build relationships with their customer contacts.

Strong relationships are built on confidence, trust, and satisfaction. Strong relationships are a barrier to competitors and a glue that keeps thing together when there is a problem.

A Key Account Manager’s Skills

Key account managers use specific skills to generate the sales and to build those relationships. One of the most-used skills is questioning. This creates a huge need for one obvious skill: purposeful listening.

Listening, on its own, is not always purposeful, so it does not always support the business relationship or advance a sale. Skilled key account managers understand and apply purposeful listening. They know what to listen for and what to do with the information they hear.

What is Purposeful Listening?

To state the obvious, it is listening with a purpose. The purpose is to support the two primary KAM objectives: to bring in more business and to strengthen the relationship. Most, if not all, contacts with key accounts help to advance one or both of these goals—more business, stronger relationships.

Sometimes the key account contacts the KAM. They do that for certain reasons. To keep it simple, the reasons are usually to help achieve a goal or to help solve a problem. The KAM’s role is to understand the reason, listen to the details associated with that reason, focus on the keywords they hear, and then agree on what they will do to help remove the problem or achieve the goal. The KAM must, of course, listen for the contact to confirm the agreement.

The alternative is for the KAM to contact the key account. This time, the KAM owns the reason and needs the contact to agree with it. Few people agree by being told to agree or by being persuaded to agree, which is why talking too much rarely advances a sale. Human beings prefer to persuade themselves. This is where asking questions, listening to what you hear, and then giving out useful follow-up information become the KAM’s most powerful tools.

It boils down to asking the right question and listening to the most important parts of the answer.

Effective Questions Direct Purposeful Listening

Questions engage the mind and direct the thinking. When a key account manager asks a pertinent question, the listener automatically pays attention and tries to come up with a sensible answer. KAMs must understand enough about their own role and the key account’s situation to be able to sell, solve, or support. The questions they ask, therefore, typically have to do with one of the following objectives:

Opening a sale, advancing a sale, or closing a sale
Solving a problem
Enhancing the business relationship

Effective questions provide useful information that the KAM can use to further one of the three points above. The questions give them answers to listen to. To achieve all of this, KAMs set goals. Those goals provide the framework for the questions and the answers. The goals are:

Ultimate, long-term goals for the key account
Goals for the next sale
Goals for the current conversation

When a KAM is clear about those three types of goals, the questions become obvious and logical. The answers give them everything they need. The questions they ask in their conversation or sales presentation, therefore, often focus on six things:

The key account’s goals
The account’s problems and pain points
The needs that come out of those goals, problems, and pain points
The implications for the account of not fulfilling those needs
Exploring the value of potential solutions (products and services offered) that will meet those needs
Confirming the practicalities (quantity, price, delivery, etc.) that the KAM and the contact agree will meet the needs to achieve the goals or solve the problems and remove the pain points

The Takeaway

Successful KAMs know their goals and know the six things that make up a conversation or presentation. They, therefore, know they must ask questions to get their contact to talk about them. They know that some of the details and specific words in the answers will be critical to advancing the sale or strengthening the relationship. They know that is what they listen to, so they can use the detail in the answer to frame their next question and guide their contact closer to a decision. The questions, and the answers they produce, advance the relationship.

Pro tip: make sure to use purposeful listening when you do Voice of Customer interviews!

Curious to see how you can take your Key Account Management skills to the next level? Download this helpful ebook on how to create powerful account plans for your key accounts or sign up for a demo of Kapta.

How Empathy Makes You a Better Key Account Manager

January 24, 2017/in Key Account Management /by Alex Raymond

We have turned the topic of key account management inside out, upside down, and backwards, trying to understand exactly what it takes to be an effective key account manager. We’ve discussed the importance of account planning, proactive strategizing, goal tracking, and Voice of Customer. However, we have rarely discussed the underlying interactions that drive a successful and solid key account relationship.

As with any customer-facing role, there is so much more to building relationships than strategic planning and proactive account management. Although those aspects are critically important to managing key accounts, the long-term success of a key account relationship often boils down to the rapport felt between the key account manager and their contacts.

So, what’s the key to building a stronger rapport with your customers? Empathy.

The Empathy Index

Recently, we ran across a news piece on the Harvard Business Review blog that suggests the importance of empathy in the workplace. The article ranks companies by their score on the Empathy Index, which measures a brand’s ability to understand its emotional impact on others and make changes accordingly.

The top five most empathetic companies included Facebook, Alphabet (Google), LinkedIn, Netflix, and Unilever—all leaders in their respective industries. The five least empathetic companies were Bharat Petroleum, Sun Pharmaceutical Industries, ICICI Bank, Severn Trent, and Bharti Airtel.

This study used different metrics across the categories of ethics, leadership, company culture, brand perception, and public messaging through social media. Interestingly, the authors found a direct link between the Empathy Index, as calculated in the study, and a company’s profitability.

According to the article, “The top 10 companies in the Global Empathy Index 2015 increased in value more than twice as much as the bottom 10, and generated 50% more earnings (defined by market capitalization).”

As intangible as it may be, empathy can and does have an impact on the success of a business. As a key account manager on the front lines of your organization, empathy could be the secret ingredient that enables you to build stronger and more successful relationships with your most valuable customers.

Key Account Management and the Link to Empathy

Though key account management and business branding are two very different things, this concept of using empathy to build trust and strengthen relationships applies to nearly every aspect of a business. Key account customers want to feel like you are their ally, someone on their side, listening to their concerns and advocating for their needs. And this is where empathy comes in.

One of the most important parts of building and sustaining long-term relationships with key accounts is good communication, rooted in empathy. This means actively listening, thoughtfully answering, and considering the emotional context of your conversations with your customers.

Did they seem agitated when talking to you about missed goals? Did they seem hesitant to switch strategies or test a new product? Or, perhaps, did the news of a new feature leave them excited and grateful for your help? Looking beyond a customer’s words and focusing on their emotional cues can give you deeper insight into your key account relationships and enable you to change your strategy accordingly.

Empathic communication allows you to demonstrate to your key account contacts that you genuinely care about their business and its success. This type of communication makes your customers feel heard and demonstrates that you’ve gone out of your way to understand things from their perspective.

Key account managers are in a unique position to positively (or negatively) affect customers’ perceptions of your company. Therefore, key account managers need to be excellent listeners; they should be models of empathy and responsiveness. They should take pride in easing customers’ pain points and working to find solutions to their problems. By taking a more empathetic approach to KAM, key account managers will foster more meaningful and trusting relationships with their customers.

5 Essential Skills for Successful Key Account Management

January 17, 2017/in Key Account Management /by Alex Raymond

Key account management requires handling the accounts of priority customers who are a long-term asset to your company. However, identifying, cultivating, and maintaining those long-term relationships requires specific skills and a thorough knowledge of the resources available throughout your organization.

Below, we’ve listed five of the skills that are necessary for successful key account management.

Have the ability to prioritize key accounts.

Take stock of all your accounts. Identify which ones are more strategically important than others. Sometimes it’s just a few, and not all of them merit equal attention. Once you’ve identified your key accounts, further prioritize those, so you know how to best delegate your time.

Demonstrate strong research skills.

Read and regularly update your files on all your key clients. Talk with them, and determine which ones require a personal visit. Keep detailed notes on what your key clients’ short-term and long-term expectations are, and respond accordingly when those expectations change.

Regulate the perception of your key customers within your company.

As a key account manager, you need to be a barometer that accurately measures how department heads and the C-suite view your key customers. Ensure that everyone throughout your company treats your key clients with the same high priority.

This task requires superb interpersonal skills and consistent, positive communication. Essentially, everybody involved in helping you deliver exceptional service—now and down the line—needs to be kept on the same page.

Be open to continued learning.

As a key account manager, you’ll need to be willing to learn how to work with certain key customers and better understand their needs. For example, in cases where key clients come from a completely different background or country, you may need cultural coaching. Or, perhaps, you’ll need to take steps to learn more about a specific key account’s industry. Be willing to go the extra mile to show you’re committed to the success of your key accounts.

Cultivate strong relationships with your team.

Being a successful key account manager doesn’t just require the ability to build strong relationships with your accounts; you also need to build strong relationships with members of other departments, suppliers, and vendors. By strengthening the relationships that ultimately impact the success of your key accounts, you will continue to satisfy and delight your customers.

Suppliers and vendors: When one of your key clients needs an upgrade, a replacement, or a totally new product or service, you’ll have people you know you can count on to expedite the process.

Sales: Members of the sales team can benefit from the knowledge you have on your clients, so that they can bring in future revenue. In return, for example, you may find that the client needs additional services, which means more sales. Communicate your key customer’s needs to the sales team. Work together to get the products or services that your strategic client requires—before the need becomes urgent.

Customer success: Work with your customer success team throughout the lifecycle of any product or service that your key clients have already purchased. If customer success team members need to concentrate more on developing a product or service rather than dealing directly with the customer, your input may help them see that.

Customer service: Likewise, keep in touch with customer service in case your key customer experiences a problem. The role of the customer success team is actually different from the role of customer service. Here’s a blog that discusses those differences.

Your supervisor: You’ll need authorization from your supervisor for additional time, expenses, or other resources that some key accounts require.

Heads of other departments: Get to know the heads of departments, as well as their employees, to ensure that resources are available when you need them. Always keep the communication lines open.

The C-suite: Keep communications open with the C-suite. In some companies, the clients of key accounts receive visits from top-level executives at crucial times.

In short, handling key customer accounts means being proactive, having access to organizational resources, and above all, maintaining strategic professional relationships, both with your key clients and your organization. By honing these five important skills, you can provide better service to your key customers and solidify those relationships for years to come.

Curious to see how you can take your Key Account Management skills to the next level? Download this helpful ebook on how to create powerful engagement plans for your key accounts or sign up for a demo of Kapta.

10 Tips for Successful Key Account Management

June 20, 2016/in Key Account Management /by Alex Raymond

Though many may not realize it, key account managers are the unsung heroes of everyday B2B interaction. They don’t get the credit the sales team gets for landing new accounts, but they are responsible for maintaining the relationships that are critical to the ongoing success of a business.

Here are 10 tips for successful key account management in today’s busy business world.

1) Build Relationships That Acknowledge the Whole

When building relationships with clients as a key account manager, you should take a holistic approach, working to understand the ways in which specific relationships, functions, and business needs work together to define the key account relationship as a whole. By having a clear view of the big picture, you can more confidently take action to serve the needs of a client.

2) Be an Effective Liaison

As the key account manager, you are the primary point of contact between your clients and your business. Key account managers need to listen to their clients’ needs and communicate those needs to others in their company, so they can be addressed in a timely and efficient manner, no matter who the key account contact is dealing with. By acting as an effective liaison for your key accounts, you can ensure a smoother and more effective customer experience.

3) Understand Who Your Clients Are

In addition to taking a holistic approach to key account management, it is important to truly understand who your customers are. What is their business all about? What is the current state of their industry? What are their goals, and how can your company help them achieve those goals? The more you know about your key customers, the better you can tailor your service to suit their needs.

4) Be Proactive

Rather than waiting for your clients to bring up issues or ask about certain product or service options, be proactive. Regularly check in with your key accounts to ensure they are satisfied with your product and/or service. Keep them abreast of any changes or updates pertaining to your company and your offerings. By actively communicating with your key accounts you will earn their trust and have a better sense for the health of your accounts.

5) Be Reliable

When you say you will do something, be sure you follow through and do it. This is another important part of building trust between you and your clients. In this same vein, don’t make promises you can’t keep. Maintain realistic goals for yourself that correspond to the goals of your key accounts.

6) Lay out Clear Plans of Action

This means clearly establishing, for yourself and those working for you, a step-by-step approach to achieving each of your key account customers’ goals. This is important because it keeps everyone in your organization functioning on the same page and provides your key accounts with an outlined plan for success.

7) Look to the Future

Stay as far ahead of the game as possible, predicting your clients’ needs and preparing yourself and your assistants to deal with those needs in a timely manner. There are few things more impressive than being able to forecast the needs of your key accounts ahead of time and setting solutions in motion before problems even arise.

8) Provide Individual Service

What works for one client may not work for another. Be sure you are creating a customized plan of action for each client, understanding each client’s individual needs and expectations and adapting your strategies accordingly. This will allow for a closer working relationship between you and your key accounts.

9) Be Collaborative

Your goal, as key account manager, is to establish yourself as a valuable partner to your clients, someone who will work with them to develop strategies for achieving their goals. Take a collaborative approach to your key account relationships by frequently discussing what specifically you are doing for them and carefully listening to their feedback and directions.

10) Build Trust Through Communication

This means communicating when things go wrong, as well as when things go right. Keep the lines of communication open always so that everyone stays on the same page as you move toward established goals.

As a key account manager, you are tasked with supporting and maintaining your company’s most important business relationships, which is no easy feat. By following these helpful tips, you will position yourself as a valuable strategic partner to your key accounts and ensure their ongoing satisfaction and success.

Posts

Ask for advice

Cut loose outside of work

Stay informed of your colleagues’ projects

Show gratitude

The takeaway

What are three emerging trends in (your firm’s) industry?

How do you manage stress while at the office?

When is it wrong to put others before yourself?

With what personality types do you find it difficult to share an office, or to do business?

What are your three favorite productivity tools, and why?

Takeaway

1) Regular Flow of Referrals

2) Your Key Accounts Proactively Renew their Contract

3) Ongoing Recognition and Awards

4) Clients Seek Your Advice in Other Areas

5) You Don’t Create Fires Others Have to Put Out

6) Your Peers Look to You for Advice

Takeaway

A Key Account Manager’s Skills

What is Purposeful Listening?

Effective Questions Direct Purposeful Listening

The Takeaway

The Empathy Index

Key Account Management and the Link to Empathy

Have the ability to prioritize key accounts.

Demonstrate strong research skills.

Regulate the perception of your key customers within your company.

Be open to continued learning.

Cultivate strong relationships with your team.

1) Build Relationships That Acknowledge the Whole

2) Be an Effective Liaison

3) Understand Who Your Clients Are

4) Be Proactive

5) Be Reliable

6) Lay out Clear Plans of Action

7) Look to the Future

8) Provide Individual Service

9) Be Collaborative

10) Build Trust Through Communication

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