Client relationship manager: how to train and review the role
Looks after a set of client accounts for a consulting, accounting, legal or recruitment firm: understands needs, brings the right people, tracks work and fees, handles issues and spots new needs. Reports to a partner or head of client service.
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Share your requirementsWho usually fills this role
Often experienced professionals such as associates, consultants or recruiters who moved to client-facing roles, and sales or service people from related firms. At hiring, test listening, honest scoping, follow-up, handling of difficult clients and the ability to say what the firm cannot do.
Skills ladder
Stage 1
New joiner
- Maintain a client contact list and meeting notes
- Take requests from clients and pass them to the team
- Update clients on status after checking with the team
- Attend meetings with a senior and take notes
Stage 2
Independent
- Manage a group of client accounts and meet them regularly
- Scope new work with the team and set honest expectations
- Track fees, invoices and follow-up with accounts
- Handle complaints and escalate when needed
Stage 3
Senior or lead
- Manage key accounts and expand services where it fits
- Negotiate scope, terms and fees within limits
- Prevent surprises by planning with delivery teams
- Coach newer relationship managers
Training path
First weeks
- 1
Services and delivery teams
The partner explains each service, who delivers it and what clients usually ask. The joiner meets the delivery leads and writes a one-page summary for each service.
- 2
Client records and notes
A senior shows the client record, meeting notes and follow-up tracker. The joiner records a few meetings and the senior checks for clarity.
- 3
Listening and scoping
The partner role-plays client meetings and shows how to ask about needs, timing and budget. The joiner practises and receives feedback.
- 4
Expectation setting
The partner explains what the firm may promise and what it may not. The joiner writes a sample scope note and the partner edits.
First year
- 1
Managing accounts
The manager handles a few accounts with the partner reviewing meeting notes and follow-ups. Missed follow-ups are discussed. The manager handles a few accounts with the partner reviewing meeting notes and follow-ups. Missed follow-ups are discussed and fixed.
- 2
Fees, invoices and follow-up
The accounts team shows how fees and invoices are tracked. The manager checks billing status for each client and follows up politely.
- 3
Handling complaints
Role-play on delay, quality and fee complaints. The manager hears the client, records facts and gets the delivery lead to respond. The partner reviews cases.
- 4
Working with delivery teams
The manager joins delivery meetings to understand capacity and risk before promising dates, and reviews delivery feedback. The manager joins delivery meetings to understand capacity and risk before promising dates, and reviews feedback from delivery leads.
Towards senior
- 1
Key accounts and growth
The partner assigns key accounts. The manager prepares a plan for each account, with honest opportunities for more work, and reviews it.
- 2
Negotiation
The partner coaches on scope and fee negotiation. The manager practises and the partner reviews outcomes. The partner coaches on scope and fee negotiation. The manager practises in role-play and the partner reviews real outcomes.
- 3
Preventing surprises
The manager runs regular planning with delivery leads and reviews slips to find causes. The manager runs regular planning with delivery leads and reviews slips to find causes, then tells the client early.
- 4
Coaching others
The senior sits in on a newer manager's meetings and gives feedback, which the partner checks. The senior sits in on a newer manager's meetings and gives feedback, which the partner checks for regularity and quality.
Performance review
A monthly one-to-one with the partner using the account tracker, and a written half-yearly review. Include client feedback collected in a simple conversation, not only a form.
What to measure
| Measure | How it is seen |
|---|---|
| Client satisfaction | Direct client comments and retention of accounts. |
| Honest scoping | Cases where promises matched delivery. |
| Follow-up discipline | Tracker of meetings, actions and replies. |
| Fee and billing hygiene | Invoice and payment status with delays explained. |
| Complaint handling | Complaint log and how cases were closed. |
| Collaboration with delivery teams | Feedback from delivery leads on information and notice given. |
Evidence to bring
- Account tracker
- Meeting notes
- Client feedback
- Invoice status
Questions to ask in the review
- Which client is most at risk and why?
- Which promises did you make that were hard to keep?
- What do clients say about the firm?
- How do you plan meetings and follow-ups?
- Which fees are late and why?
- How do the delivery teams react to your requests?
- Where do you see more work for a client?
- What do you need from me?
Pitfalls
- Judging only on new revenue, which encourages overselling.
- Keeping client managers separate from delivery teams.
- Having no standard for meeting notes, so knowledge walks out with the person.
- Not asking clients directly for feedback.
Questions about this role
Review scoping notes with the delivery lead, track promises against delivery and link the review to client retention as well as new work.
Recruitment relationship managers also manage candidate supply and mandates. Keep the ladder and add hiring-specific training.
Listen, check facts with the delivery lead, record the discussion and involve the partner for decisions. Confirm contract terms with your adviser.