The Art of Client Service (Robert Solomon)
Problem
Clients lose trust when they lack a dependable partner.
Action
Represent the client's business goals in every decision and discussion.
Outcome
Clients rely on your judgment.
Chapter: How to Be Great with Clients - Account Management's Role
Problem
Stagnant skills reduce your value.
Action
Strengthen your judgment and communication through every project.
Outcome
You contribute at a higher level.
Chapter: How to Be Great with Clients - Achieving the Next Level
Problem
Routine effort limits the quality of your work.
Action
Take personal ownership of every client challenge.
Outcome
You deliver more meaningful results.
Chapter: How to Be Great with Clients - Transforming a Career into a Calling
Problem
An agency cannot grow without new clients.
Action
Look for opportunities to support business development.
Outcome
The agency creates more opportunities.
Chapter: Winning New Business for Your Agency - New Business: What It Is, Why It Is Important, and Why You Should Give a Damn
Problem
Winning pitches require coordinated teamwork.
Action
Support the team before, during, and after every pitch.
Outcome
The agency presents a stronger proposal.
Chapter: Winning New Business for Your Agency - How to Contribute Before, During, and After Pitch Day
Problem
Unanswered concerns delay client decisions.
Action
Address questions until the client is comfortable moving forward.
Outcome
Agreement is reached more easily.
Chapter: Winning New Business for Your Agency - Getting to Yes
Problem
Technology alone does not create trust.
Action
Meet clients face-to-face whenever practical.
Outcome
Relationships become stronger.
Chapter: Beginning a Client Relationship - In a High Tech World, Be Low Tech
Problem
Different expectations create confusion.
Action
Agree with the client on what success looks like before work begins.
Outcome
Everyone works toward the same goal.
Chapter: Beginning a Client Relationship - What Success Looks Like
Problem
Unclear expectations lead to disappointment.
Action
Explain responsibilities, timing, and deliverables at the outset.
Outcome
The client knows what to expect.
Chapter: Beginning a Client Relationship - Always Manage Client Expectations from the Outset
Problem
People misunderstand messages that do not align with their perspective.
Action
Use language that fits each audience.
Outcome
Your message is understood more clearly.
Chapter: Beginning a Client Relationship - Be Multilingual
Problem
Poor brand knowledge leads to weak recommendations.
Action
Understand the brand before making decisions.
Outcome
Your work stays true to the brand.
Chapter: Beginning a Client Relationship - Live the Client's Brand
Problem
Missing information slows creative work.
Action
Provide colleagues with complete and useful information.
Outcome
The team produces stronger work.
Chapter: Beginning a Client Relationship - Ask, "What Do My Colleagues Need to Create Great Advertising?" Then Deliver It
Problem
Unfocused meetings waste time.
Action
Guide every meeting to clear decisions and next steps.
Outcome
Everyone leaves with direction.
Chapter: How To … - Run a Meeting
Problem
Unclear instructions lead to unnecessary mistakes.
Action
Explain the objective and requirements clearly before work begins.
Outcome
The work starts on the right path.
Chapter: How To … - Brief a Colleague
Problem
People remember meetings differently.
Action
Share a written conference report soon after every meeting.
Outcome
Everyone works from the same understanding.
Chapter: How To … - Write a Conference Report
Problem
Unclear responsibilities create conflict.
Action
Document the complete scope before work begins.
Outcome
Expectations remain aligned.
Chapter: How To … - Perfect the Perfect Scope of Work
Problem
Unrealistic timelines cause delays and pressure.
Action
Plan enough time for every major task.
Outcome
Projects stay on schedule more reliably.
Chapter: How To … - Craft That Schedule You Need to Create
Problem
Poor planning creates financial problems.
Action
Estimate costs carefully before approving the work.
Outcome
Projects remain financially controlled.
Chapter: How To … - Build a Better Budget
Problem
Clients reject proposals without clear value.
Action
Connect every recommendation to the client's objectives.
Outcome
Your proposal becomes more persuasive.
Chapter: How To … - Draft a Letter of Proposal
Problem
Disorganized presentations hide good ideas.
Action
Build every presentation around one logical message.
Outcome
People understand and remember your ideas.
Chapter: How To … - Create a PowerPoint Presentation
Problem
Weak briefs produce weak creative work.
Action
Prepare the brief carefully before creative work begins.
Outcome
The team starts with a clear direction.
Chapter: Formulating the Brief That Drives Great Creative - Take the Word Brief Seriously
Problem
Too many objectives reduce creative focus.
Action
Define the single most important problem to solve.
Outcome
Creative work becomes more focused.
Chapter: Formulating the Brief That Drives Great Creative - What Makes a Brilliant Brief?
Problem
Internal thinking overlooks client priorities.
Action
Describe the challenge as the client experiences it.
Outcome
The work addresses the right problem.
Chapter: Formulating the Brief That Drives Great Creative - In Writing the Brief, Provide the Client's Perspective
Problem
Perfect information is not always available.
Action
Use evidence first and informed judgment when needed.
Outcome
Good decisions continue without delay.
Chapter: Formulating the Brief That Drives Great Creative - Know When to Look It Up; Know When to Make It Up
Problem
Great work alone does not create lasting loyalty.
Action
Continue investing in the client relationship after successful projects.
Outcome
Clients stay with the agency longer.
Chapter: Establishing Trust with Clients - Great Work Wins Business; a Great Relationship Keeps It
Problem
Weak presentations reduce confidence in good ideas.
Action
Treat every client presentation as a high priority.
Outcome
Clients trust your recommendations.
Chapter: Establishing Trust with Clients - Client Presentations Are as Important as New Business Presentations
Problem
Creative ideas can fail to solve meaningful problems.
Action
Ask whether each idea delivers a clear benefit.
Outcome
The final work becomes more effective.
Chapter: Establishing Trust with Clients - Always Ask, "Does This Advertising Pass the 'So What' Test?"
Problem
Personal preference leads to poor creative decisions.
Action
Evaluate ideas against the objective instead of personal taste.
Outcome
Better work moves forward.
Chapter: Establishing Trust with Clients - Don't Fall in Love with Good Work; Don't Fall for Bad Work
Problem
Too few options limit decision-making.
Action
Present thoughtful alternatives when appropriate.
Outcome
Clients choose with greater confidence.
Chapter: Establishing Trust with Clients - Choice Is Good
Problem
Visible disagreement weakens client confidence.
Action
Resolve differences before presenting work to the client.
Outcome
The client sees one committed team.
Chapter: Establishing Trust with Clients - Fight About the Work with Colleagues; Fight for It with Clients
Problem
Pressure damages client trust.
Action
Recommend what you honestly believe is best.
Outcome
Clients respect your judgment.
Chapter: Establishing Trust with Clients - Do Not Sell
Problem
Late feedback creates unnecessary rework.
Action
Share progress early and often.
Outcome
The final work better matches client expectations.
Chapter: Establishing Trust with Clients - Bring Your Clients into the Process Early and Often
Problem
Creative work suffers without the right conditions.
Action
Give creative teams the time and support they need.
Outcome
The quality of ideas improves.
Chapter: Establishing Trust with Clients - Respect What It Takes to Do Great Creative
Problem
Seeking personal recognition weakens collaboration.
Action
Recognize the people who created the work.
Outcome
Teamwork becomes stronger.
Chapter: Establishing Trust with Clients - Credit Is for Creative Directors
Problem
One perspective misses valuable ideas.
Action
Include colleagues with different experience in important discussions.
Outcome
Solutions become stronger.
Chapter: Establishing Trust with Clients - We Are Smarter Together Than We Are Alone
Problem
Rules cannot cover every situation.
Action
Choose the response that best fits the circumstances.
Outcome
You make better decisions.
Chapter: Establishing Trust with Clients - Judgment Overrides Any Rule
Problem
Clients expect continuous fresh thinking.
Action
Develop ideas that solve real business problems.
Outcome
Your contribution remains valuable.
Chapter: Establishing Trust with Clients - Ideas Are the Currency We Trade In
Problem
Unapproved commitments create project risk.
Action
Consult the team before agreeing to client requests.
Outcome
Promises remain realistic.
Chapter: Building Long-Term Client Relationships - Make No Commitment without Consultation
Problem
Poor personal fit weakens relationships.
Action
Adjust your style while keeping your values.
Outcome
Clients feel comfortable working with you.
Chapter: Building Long-Term Client Relationships - Take on the Coloration of Your Clients; Do Not Compromise Your Character
Problem
Creative work must support business goals.
Action
Consider business impact in every decision.
Outcome
Clients receive more practical value.
Chapter: Building Long-Term Client Relationships - Never Forget It's a Business
Problem
Past relationships are often neglected.
Action
Maintain contact after the project ends.
Outcome
Future opportunities become more likely.
Chapter: Building Long-Term Client Relationships - Once a Client, Always a Client
Problem
Routine methods do not solve every problem.
Action
Use unconventional approaches only when they clearly add value.
Outcome
The client receives a better solution.
Chapter: Building Long-Term Client Relationships - Going Rogue
Problem
Short-term reactions can damage future trust.
Action
Choose responses that support the long-term relationship.
Outcome
Trust is preserved.
Chapter: How to Deal with Unhappy Clients - Always Think Endgame
Problem
Unexpected changes damage client confidence.
Action
Tell clients immediately about any changes to the budget or schedule.
Outcome
Communication remains honest.
Chapter: How to Deal with Unhappy Clients - No Surprises about Money or Time
Problem
Ignored problems usually worsen.
Action
Discuss issues as soon as they appear.
Outcome
Solutions are reached more quickly.
Chapter: How to Deal with Unhappy Clients - Deal with Problems Head-On
Problem
Avoiding responsibility damages credibility.
Action
Accept responsibility before offering explanations.
Outcome
Clients respect your integrity.
Chapter: How to Deal with Unhappy Clients - If Things Go Wrong, Take the Blame
Problem
Mistakes reduce client confidence.
Action
Correct the problem and explain the recovery plan.
Outcome
Trust is rebuilt more quickly.
Chapter: How to Deal with Unhappy Clients - What Happens When I Screw Up?
Problem
Poor endings damage future opportunities.
Action
Remain respectful when an account is lost.
Outcome
Your professional reputation stays strong.
Chapter: How to Deal with Unhappy Clients - Getting Fired
Problem
Prospective clients look for trusted recommendations.
Action
Deliver service that clients willingly recommend.
Outcome
New business becomes easier to win.
Chapter: Regaining Client Trust - How Happy Clients Help You Gain New Ones
Problem
Advice fails when it ignores client pressures.
Action
Learn the business problems that matter most to the client.
Outcome
Your recommendations become more relevant.
Chapter: Regaining Client Trust - Five Client Challenges to Agencies
Problem
Trust depends on consistent behavior.
Action
Follow the same client service principles in every interaction.
Outcome
Long-term client relationships become stronger.
Chapter: Regaining Client Trust - Five Client Service Principles to Believe In