"Too Much" on Your Account Managers' Plate? Managing Capacity to Ensure Success
How Much Is Too Much? The Account Manager Capacity Question
Welcome back to The Happy Clients Podcast! Today, we’re tackling one of the most frequently asked questions from agency owners and account managers alike: What is too much for an account manager? To help answer this, I’m joined by Jenna Meldrum, who manages a team of account managers here at DOT & Co., and has a unique behind-the-scenes look at how different agencies operate.
Defining Account Manager Capacity
When an account manager asks, How much can I take on? Jenna encourages them to start by assessing their agency’s internal structure. Some key factors to consider include:
Internal meeting commitments
Time investment for non-client-facing work
Project management and process-building responsibilities
Account managers don’t just work with clients—they also invest time in agency-wide initiatives, from refining SOPs to maintaining project management tools. Understanding this workload is crucial in determining true client capacity.
Internal vs. Client-Facing Work
Many underestimate the time account managers spend on internal tasks. Beyond client meetings, they also:
Participate in team meetings (frequency varies per agency)
Build and refine SOPs and processes
Conduct quality assurance checks
Manage internal communications
Engage in team-building activities
These responsibilities can significantly impact availability for client-facing tasks, making it essential to assess time allocation realistically.
How Many Clients Is Too Many?
Jenna’s advice? Start low and scale up. Initially, things take longer as account managers learn an agency’s systems, processes, and client expectations. Over time, efficiencies and automations can increase capacity.
Different agencies have different needs. For example:
Email marketing agencies require significant time investment per client due to daily deliverables and QA checks.
Ad management agencies with long-term, well-established clients often require less hands-on work, allowing account managers to handle more accounts.
A good rule of thumb: 20% of your clients will take up 80% of your time. Knowing which clients require more attention helps determine realistic capacity limits.
Red Flags of Overload & Burnout
How can you tell if an account manager is overloaded? Jenna looks for key red flags, such as:
Missing deadlines or meetings
Failing to submit accountability scorecards
Decreased engagement in conversations
Expressing stress or overwhelm
Most account managers are high achievers who don’t want to admit they’re overextended. That’s why proactive tracking and regular check-ins are essential to preventing burnout.
Best Practices to Prevent Burnout
To maintain a sustainable workload, Jenna recommends:
Setting Clear Expectations: Communicate capacity limits with agency leadership from day one.
Blocking Work Time: Schedule dedicated focus time on calendars to avoid overload.
Taking Breaks & Time Off: Account managers need regular downtime to stay energized and effective.
Using a Capacity Planner: Tracking client workload by tiering clients and mapping hours helps ensure balance.
The Role of a Capacity Planner
A capacity planner is a must-have tool for agencies. It helps map out:
Client tiers based on workload intensity
Assigned team members (account managers, designers, media buyers, etc.)
Time allocation per client and per service
Client health tracking (red, yellow, green system)
With proper tracking and regular conversations, agencies can optimize account manager capacity without risking burnout.
Final Thoughts
Agency owners often assume account managers can take on just one more client, but without clear capacity limits, burnout is inevitable. Having a structured approach—like using capacity planners and setting boundaries—ensures a sustainable workload and long-term client success.
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