Disagreement and Emotion Within Account Management with Beki Howarth

Beki Howarth is a senior account manager at global socially-led creative agency We Are Social. With a background spanning consumer communications and agency account management, Beki has delivered award-winning work for major global brands such as Somersby, Carlsberg, Kimberly Clark, and more.

Beki sat down with LBB to discuss her path into a career in account management, her advice to those new to the role, and the key to productive working relationships.

LBB> How did you first get involved in account management and what appealed to you about it?

Beki> I began my account management career working in-house within a charity’s creative studio before moving to a production agency. Over time, I realised I wanted to be much closer to the core creative process itself and have the opportunity to shape, guide, and execute concepts throughout their entire creative lifecycle.

What I love most about account management is being right at the heart of the team. Sitting at the intersection of so many different stakeholders means you get to drive an idea all the way from conception to execution, while constantly learning from the incredibly talented people around you.

LBB> What is it about your personality, skills and experience that has made account management such a great fit?

Beki> Personally I feel that it’s about having skills that not only allow you to do your job well, but allow others to do the same. Namely, clear communication, staying organised, and remaining calm. As the main link between clients and internal teams, being transparent and actively listening are vital to build trust and keep priorities clear. When deadlines shift – which inevitably they do – staying calm and managing time effectively can help avoid small issues from escalating.

LBB> What piece of advice would you give to someone just starting their career in account management?

Beki> Get to know your client, take any opportunity to upskill and get stuck in. If you have questions, ask them and if you have an opinion, be open to sharing it.

Sitting at the centre of so many different teams offers such a unique point of view, and may mean you see potential risks or opportunities that others miss. Continue to listen and learn from those around you, but trust that your position and your voice holds value.

LBB> Thinking back to some of your most challenging experiences you’ve had in your career, what do you think tends to lie at the heart of the more tense or difficult client-agency relationships?

Beki> Tension often arises when there’s a breakdown in communication, misaligned expectations, or a lack of trust. When people – whether clients or internal teams – feel unheard, friction can build.

LBB> And what are the keys to building a productive and healthy relationship?

Beki> Building a productive, healthy relationship comes down to four things: active listening, proactive communication, collaboration and honesty. Consistently demonstrating these skills goes a long way in building confidence and mutual respect, both internally and externally.

LBB> What’s your view on disagreement and emotion – is there a place for it and if not, why not? If so, why – and what does productive disagreement look like?

Beki> There’s definitely a place for both. After all, as an agency, you're brought in to share your opinions and industry expertise.

Someone defending an idea or protecting their brand may well be a reflection of genuine passion. So, it’s okay to disagree but it should never be taken personally. Instead, it should be seen as an opportunity to reflect, interrogate the work further and channel energy into finding the best solution.

Productive disagreement isn’t about shutting something or someone down. Instead, it's about mutual respect, a shared ambition, and working together to decipher the most effective way forward.

LBB> Historically, account management has been characterised as the mediator in an adversarial client and creative relationship – what do you make of that characterisation, is there any nugget of truth in that or is it wildly inaccurate?

Beki> There’s definitely truth in that. Clients and creative teams will naturally approach projects with different priorities and ways of working, which can sometimes create friction. Sitting between these two, account managers have a unique view of the full picture – our job isn't just to keep the peace between different parties, but to translate those different perspectives into a shared goal and keep everyone moving forward together.

LBB> These days, agencies do so much beyond traditional campaigns and as account management you’re pulling together creative, experience, data, e-commerce, social and more – and that complexity can often be mirrored on the client stakeholder side too. What’s the key to navigating (and helping the client navigate) that complexity?

Beki> Navigating this complexity starts with fostering a respectful, open, and collaborative environment with all stakeholders. The key is often knowing exactly when to bring different teams together and leading those discussions with a clear structure so everyone leaves aligned on the next steps and the shared ambition. This way, you break down departmental barriers and encourage teamwork and understanding.

LBB> What recent projects are you proudest of and why? What was challenging about these projects from an account management perspective and how did you address those challenges? What was so satisfying about working on these projects?

Beki> I recently worked on a global creative campaign, partnering with multiple agencies, clients and internal teams to deliver a social-first influencer campaign. Not only did the content deliver high results, but the campaign idea landed so well that local markets saw the value and decided to adapt and run it themselves. In a decentralised company, getting that kind of voluntary buy-in across different regions was a major win and a long standing ambition of our clients.