9 November 2011
Comments: Comments Off on The Profile of a Successful Strategic Account Manager – Best Practice SAM Behaviors, Competencies / Aptitude, Skills, Style and Intangibles (Part 4 of 5)

The Profile of a Successful Strategic Account Manager – Best Practice SAM Behaviors, Competencies / Aptitude, Skills, Style and Intangibles (Part 4 of 5)

As a refresher here are some of the SAM characteristics and attributes that we have already blogged to previously…

  • Behaviors – The way in which one acts, or conducts oneself (Part 1)
  • Competencies and Aptitude – Capabilities or abilities; innate or acquired capacity for something (Part 2)
  • Skills – Proficiency, facility, or dexterity of an art, trade or technique, that is acquired or developed through training or experience (Part 3)
  • Style – The way in which something is said, done, expressed, or performed
  • The Intangibles

Style often closely linked to personality, is one of those very challenging characteristics and attributes of a SAM since many elements of style are more who the person is (and may always be) versus who they may need to be – more about assessing a person’s own style and then mastering it appropriately to fit the SAM role.

Style is an important element in the make-up of a SAM. A SAM will be presented with many challenges, in many different situations, from many diverse types of account contacts. This varies the operating environment of the SAM and may present the SAM with significant challenges to their own style preferences.

We do know from many studies and trainings that all people have their own predominant style. The question is not so much is their style right for the role of the SAM – the question may well be if they are able to understand what their style is, control it, align it and modify it based on the many unique operating environment challenges that they will be placed in during their role as a SAM.

What you do not want in the style of a SAM are those people that deliver their messages, in their own communication style (words, tones, non-verbal, etc.) in any way they want or see fit – they choose not to change and/or adapt to the situation – they create an incongruence between them, the account and/or those around d them – they are perceived as just not right for what is required.

One style does not and will not fit all the situational variables in the role of a SAM – so our first learning point when assessing the style of a successful SAM is that the most effective SAM is one that can chameleon between the following list of styles according to situation, context, and personality of individuals involved:




Professional Represents the consummate professional in all ways, timeliness, appearance, commitments, organizational skills, planning, knowledge, respect for others and passion for their role. Keeps learning and improving.


Deliberate Not hasty to judgment; prefers to listen, think and then develop an appropriate response.


Collaborative Knows and respects the value of the input from others. Also appreciates how important it is for others to feel as though they are being heard. Places themselves as an equal Team member in group discussions and does not take a higher position regardless of their knowledge or position level.


Considerate Always thinking about others – not themselves. Can immediately read a situation and identify the most appropriate actions that will facilitate win/win outcomes.


TEAM Oriented All about them – not I. Drives collaboration, involvement and across the team contribution. Is always making sure that all members of the team are engaged. Always looking for team wins.


Flexible / Adaptable Can be comfortable in most any situation and with most any type individuals. Can make their dominate style and behaviors a non-factor in group dynamics. Adapts quickly and effectively based on their surroundings


Coming soon…the end…part 5; the INTANGIBLES of an effective and highly successful SAM.