The Anatomy of The Ideal Account Planner

The Royal Society has put up a grand banner in the main hall, 12 feet tall and about 24 feet wide! After a long meeting we have agreed on 8 essential qualities of character and skill to become the hero archetype of account planning greatness. The visual is an illustrative metaphor using a modern version of Michelangelo's iconic David. A fitting persona to conquer some of our quite Goliath tasks. (Oh, and David just happens to be Male but, Men and Women make equally great planners. We all know that!)

The Anatomy of an Ideal Account Planner

We also created another diagram for certain members of the society that would rather imagine themselves as a rebel icon of the open highway instead of as a historical hero. Here's a diagram of what it takes to be planner, using a motorcycle as a metaphor.



The Parts of an Ideal Account Planner

Here's some clarification on the points:

1. Understanding the client context

Before you tell them something new you have to connect to what they already know. What you say must be relevant to the client. A deep understanding of the client’s mindset, the key issues they are facing, and their personalities and internal dynamics allows you to establish the essential starting point for all logical arguments. Before this point can evolve you must first acknowledge it. Only then can you begin to shift it with compelling rationales.

2. Passion, curiosity, diligence, resourcefulness

The key personality traits for a planner. Passion and curiosity gives us an insatiable thirst for new data, new perspectives, and new concept connections. Diligence gives us the stamina to uncover cryptic insights and to thoroughly vet our work. And, resourcefulness lets us surmount tasks that at first glance seemed impossible.

3. Deconstruction, synthesis, vision, clarity

Many times in research, respondents will use different words that ladder up to one central idea, a concept that encompasses a variety of sub-concepts. A key role for the planner is to interpret the denotative and connotative meanings of these words and use them to clearly identify that overarching idea. This allows a planner to visualize conceptual space like a map and begin to draw new boundaries of meaning, using the right words to define a brand correctly.

4. Logic, persuasion and presentation skills

The ability to speak rationally, persuasively and with the style and flair of a performer is a skill that transcends planning. It is a necessary skill for the successful communication of all ideas, and even more essential for those in the idea business.

5. Deep understanding of universal human and branding truths

A key part of the deconstruction process that allows you to interpret data within the broader context of universal human truths and insights. A planner should tap many sources including: human motivational theory, hierarchy of needs, the ingredients that define culture, archetype theory, and a variety of other theories from anthropology, psychology, neurology, etc.

6. Strategic documents (positioning, creative, brief…)

Strategic documents fine tune and structure the planning process so that it becomes actionable and can inspire the rest of the agency. Without the focus, clarity, and vision of these documents great ideas will be misunderstood and misguided. A planner must learn how to write documents that can really inspire a creative explosion.

7. Insightful consumer, brand, and competitive research

A core source of a planner’s power is the ability to fully grasp the consumer, brand, and competitive landscape; to find the gaps in that understanding; and to design research that will effectively bridge those gaps. Planners can then continually draw on this resource to structure premises for sound logical arguments.

8. Knowledge of research methodologies and branding processes

Research is only as good as the methodology that supports it. A planner must have a full grasp of the various research methodologies and their strengths and weaknesses. They should have a firm grasp of branding processes so that they can guide clients and the paths of their research.

9. Strong relationship with a creative, account team and client

A great planner can’t be great if they don’t have the support of their team. A rogue planner will continuously have their efforts undermined and subverted. It’s very important for a planner to develop strong working relationships that will partner up to make the strategic vision come to life.