The idea of agency culture has been on my mind a lot lately, especially now that we’re all settling into new post-covid workplace structures. Without as much face time in an office, many of you are starting to wonder how to continue cultivating a healthy workplace environment for your employees over video calls and Slack channels.

For this week’s solocast, I’m sharing what research shows are the four core pillars of a healthy agency culture that will ensure your employees feel seen, heard, safe, and valued. It’s not just about proximity and having office parties or team outings anymore. And as agency leaders, it’s essential that we lead by example in creating the right environment for our teams to thrive.

If you can weave these four concepts into how you run your agency and build up your teams, your agency will be set up for success, no matter if you’re in the office, fully remote, or somewhere in between.

For 30+ years, Drew McLellan has been in the advertising industry. He started his career at Y&R, worked in boutique-sized agencies, and then started his own (which he still owns and runs) agency in 1995. Additionally, Drew owns and leads the Agency Management Institute, which advises hundreds of small to mid-sized agencies on how to grow their agency and its profitability through agency owner peer groups, consulting, coaching, workshops and more.

A big thank you to our podcast’s presenting sponsor, White Label IQ. They’re an amazing resource for agencies who want to outsource their design, dev, or PPC work at wholesale prices. Check out their special offer (10 free hours!) for podcast listeners here.

What You Will Learn in This Episode:

• Thinking about agency culture differently
• Why agency owners must lead the charge in creating a healthy agency culture
• Creating an environment of inclusivity for all team members
• Leading with love and being curious about your people
• Creating learning opportunities for yourself and the team
• Encouraging quarterly growth goals for employees
• Celebrating contributions and identifying employee strengths
• Leaving space for employees to challenge the status quo
• Making it ok for people to disagree respectfully