Smart Agency Masterclass with Jason Swenk: Podcast for Digital Marketing Agencies

Do you offer too many agency services? Are you trying to be a jack-of-all-trades, making you the master of none? Does your broad service offering dilute your team's focus? Today's guest is an e-commerce expert whose agency works exclusively with one e-commerce platform he believes is better than the rest. In this interview, he talks about what's next in e-commerce and what you should look to improve in your website.

Guillaume Le Tual is the Founder and CEO of MageMontreal, an agency committed to building powerful e-commerce websites to increase clients' sales. They work exclusively with the Magento platform. Why? According to Guillaume, the agency tried working with other platforms and found Magento is the best open source e-commerce platform on the market.

In this episode, we'll discuss:

• Narrowing your agency's service offering.
• Hiring for culture fit and values.
• Niching down to avoid diluting your team's focus.

Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design and development agency that has provided white label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

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Podcast Takeover!!

Get to know your Smart Agency Guest Host: Dr. Jeremy Weisz is the co-founder of Rise25, an agency that helps companies launch and run podcasts profitably. He followed Jason's podcast and eventually joined the mastermind and has been a guest on the podcast before. Today, he's helping Jason bring something new to the Smart Agency podcast audience by interviewing a special guest and bringing a new perspective to the show.

Narrowing Your Service Offering and Focusing on a Horizontal Niche

Guillaume started his career as a visual artist building background art for clients like The National Bank of Canada and Warner Bros. He gained experience in web design, digital marketing, and e-commerce and eventually decided to start his agency, MageMontreal.

According to Guillaume, he and his team tried dozens of other e-commerce platforms before settling on working exclusively as a Magento agency. They offer complete e-commerce website design and development, maintenance, and integration of Magento with third-party software.

Now, they are one of very few Magento-certified agencies in Canada and can see the best decision for their business was focusing on one very specific niche and cutting down on their service offering to be the very best at just one. Remember, a niche can be a specific market (vertical niche) or a specific skillset (horizontal niche).

What's Next in E-Commerce?

Guillaume says we're still a long way from truly developing AI to what we've seen in movies. Most companies are not at a point where they are truly using AI. However, it is used in for things like product recommendations. Using Adobe Sensei, for example, users can get product recommendations based on shopper behavior, popular trends, and product similarity. If a suggestion does not convert into a sale, next time it will make a different suggestion, which indicates that the machine is learning. That would be the low-hanging fruit available right now. It can also be used to improve the search bar, for example, to get more relevant search results.

It's really a step-by-step process to integrate this technology into your company. It requires prior steps like cleaning up your data and standardizing your processes to be able to implement this. After implementing marketing automation at every step of your email process and onboarding process, the next level would be using AI to help you run that.

There's also some interesting work done with progressive web apps (PWA). Basically, this is a hybrid between a native app and a website so you get the benefits of both. So even though it's a website, in terms of maintenance you don't have to constantly download the latest version of the app. It's a website, so you always have the latest content. It also has some limited offline capabilities. And it includes push notifications for marketing like you would have with a native app.

Hiring For Values and Resourcefulness

When it comes to his hiring process, Guillaume prioritizes the agency's values. He recommends not overcomplicating it and having a list of three or four things the candidates must comply with. "Do not compromise when it comes to your values," he advises. Whether it's sales or HR, if the candidate does not meet these requirements, they're not the right fit for your agency. Also, take your time with the process if you have to because rushing leads to mistakes.

Above all, he prioritizes a strong work ethic and desire to provide the best possible service. He asks candidates to provide examples of times they feel they provided excellent customer service. He also looks for resourcefulness. Sometimes it can be an issue when an employee comes from a big company to work at a smaller agency. They might be accustomed to having more resources, and it's important to Guillaume the employees show they can figure out creative solutions without those resources.

Replacing Yourself in the Daily Agency Operations

He recently hired a Head of Project Management, an operations role not yet running without him. Originally, he was going to hire from within but was surprised to find an outside person who fit this role.

After making sure it was a good fit for the agency, he delegated tasks and immediately saw a difference. It was a game changer between when he organized everything a having a person with operational expertise. With someone in charge of organizing the pile of things to do and delivering on all of it, he completely removed himself from the client services process.

Stop Diluting Your Team's Focus and Be an Expert

Do you offer a very wide set of services? Looking back, that was MageMontreal. They handled everything from website building and design, SEO, pay-per-click, social media, IT support. At one point, Guillaume checked Apple's website and realized he offered more services than Apple.

He decided at that point this needed to change because doing too much was diluting his team's time and focus. You can successfully offer such a wide variety of services, but you need a staff of hundreds in order to do it properly. So, he decided to cut down his offering and focused on just their expertise. Overall, his agency helps clients with website building and some consulting. However, for other services like marketing and hosting they usually refer clients to their partner agencies.

Want the Support of Amazing Digital Agency Owners?

If you want to be around amazing agency owners that can see you may not be able to see and help you grow your agency, go to the Digital Agency Elite to learn all about our exclusive mastermind.

Are you having a hard time finding the right candidates to fill roles on your team? Does your hiring process take culture fit into account? A solid hiring process is key to agency growth. Today's guest has worn many hats in her career in the agency world and has learned to always keep the recruitment pipeline full at all times. How can you manage to do this? It's a combination of various steps.

Amy Pyles is the president of Saxum, an integrated digital agency that works with brands balancing purpose with profit. In her role overseeing the inner workings of the agency, Amy relies on her leadership team to create the type of culture where they set up people for success and keep the agency steering towards its goals.

In this interview, we'll discuss:

• Building agency culture and constantly recruiting.
• Keep your recruitment pipeline full at all times.
• How to grow your agency team talent.

Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design and development agency that has provided white label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

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Cultivating an Agency President from Within

Amy is not the owner of Saxum but does operate the business. Her agency career started right after finishing her master's degree. She started as employee number 25 at an agency that was just starting its growth journey. It was 2008 and Twitter had just come out, Apple was about to launch the new iPod, Facebook was just opening up to work as a marketing platform for brands, and everybody was building custom websites and apps. With so much happening, it was definitively the right place and right time to enter the digital marketing space. She left the agency 8 years later as a business with 250 employees, offices across the country, and working with brands like Walmart.

She started working with Saxum right away to lead their digital practice. Over the years, she led some departments, was promoted to Chief Operating Officer, and now has the role of President.

Creating Agency Culture That Supports Constant Recruiting

Many agencies have a hard time bringing in talent and building up the team to keep up with demand. Amy finds one of the most important elements when recruiting is having a clear purpose for your agency. Being able to connect with purpose on the talent side has been an important piece of how they recruit. Her team leverages culture as a key operational element in growing the agency. Thanks to their culture partner, Giant Worldwide, they also have a framework to manage culture and talent development. And, they take several steps to ensure their talent pipeline is always full.

Remember: You should always be hiring! Sometimes agency owners will say they're having a hard time finding talent but if you go to their website there's for recruiting. This should be clear as soon as a user enters your website that you are hiring. Set up the right systems to create your recruitment pipeline and be consistent in keeping it active.

At Amy's agency, everyone knows that "what gets measured, gets managed". As you focus on operations, think about what you're measuring (and don't measure too much!). That's what will get managed. It's been pivotal in the way her team builds competency and builds the discipline needed in operations.

6 Steps to Keep Your Recruitment Pipeline Full at All Times

At her agency, senior leaders are responsible for filling the pipeline for their departments. Basically, they should always have in mind at least two positions they should fill next and ensure these steps are covered:

1. Developing relationships: Each team leader should think about where they could be developing relationships with possible recruits. This could mean keeping an eye on other agencies in case they want to "poach".
2. LinkedIn: Their LinkedIn is always running and Amy says they get great input from there.
3. Paid ads: A part of any serious recruiting effort.
4. Referrals: This is a piece people tend to lose sight of. However, the best source of freelance talent and full-time talent is from existing employees. So they try to incentivize that and hire from within their network.
5. Internship program: They have a robust intern program that has worked great for them. Ideally, they'll have up to ten interns to grads working at the agency at any given time. Keep in mind that bringing in interns to your agency won't save you any time. In fact, it is a long-term strategy and requires a lot of time and planning to do it well.
6. Quarterly meeting: Finally, they have a quarterly meeting where every department head goes through the pipeline.

As to the question of hiring junior or more experienced staff, her agency does prefer to hire junior staff and train them. Of course, you will need to hire more experienced talent sooner or later. Keep in mind this will be the most difficult task when it comes to recruiting and integrating them, but it is a necessary step.

A System to Improve Interactions as an Agency Leader

Working with Giant Worldwide, Amy's agency has learned to work with its Five Voices Framework to build liberated leaders. This framework helps employees understand themselves better, understand others, and identify their blind spots. As a leader, it helps figure out how to better communicate with others and greatly improve interactions.

At Amy's agency, the conversation about voice starts in the interview process. This way, interviewees understand how they will fit into a role and how they would interact within the team dynamics.

Investing in Development and Promoting Your Agency Team

Amy's team implements all the typical tools and growth guides managers use to encourage growth among employees. They are also big believers in real-time feedback and maintain that 1,000 small conversations lead to more growth than one big conversation. As a strategy to help people set goals and keep an eye on skill gaps, employees get an annual stipend to spend on personal development. Of course, the agency also offers training for the team.

When it comes to promoting people to team leaders, Amy doesn't believe tenure necessarily dictates capability. For her, it's more about having had the right exposure to perform at the next level. It also depends on what each employee wants. Not everyone is interested in managing people. There's a place and a need in every agency for managers that lead people and for experts that make sure to deliver a great service.

Transitioning Roles from Agency COO to Agency President

Amy has worn several hats at Saxum, including leading their digital department, COO and more recently as the company's President. As COO, she oversaw HR admin operations, project management, and she retained the leadership of their digital practice. Most of her time was spent on project management and workflow to get all of those pieces to work together and produce for the agency.

Now as President, she also oversees the creative department and client service. All services now report to her from a quality perspective and she relies heavily on each of those department leaders. Amy has worked in different roles in her past agency experiences, leading client service, project management, digital strategy, etc., and she realizes now the importance it all had to prepare her for the role of COO.

It's difficult to hire someone outside who starts working as the agency COO. If you're looking to fill the position of COO, you want someone who understands the different nuances of working in your agency while bringing a systemized approach in efficiency and effectiveness.

Jason has coached agency owner clients who bring in a COO from the outside by first bringing them in as a consultant. They try this for a few months until they understand how the agency operates. It's a low-commitment way of testing things out before making it official. He feels Bringing someone new in with a heavy title before they get to know and earn the trust of the team is setting them up for failure.

Want the Support of Amazing Digital Agency Owners?

If you want to be around amazing agency owners that can see you may not be able to see and help you grow your agency, go to the Digital Agency Elite to learn all about our exclusive mastermind.

Are you an accidental agency owner trying to grow fast? Rapid agency growth isn't necessarily the best way to grow. When you're going through the ups and downs you want to get to the other side quickly. But slow and steady wins the race and for one agency, hitting the one million dollar mark changed everything. He went from running a "mom and pop shop" to growing a 10-person agency. He shares how he recovered from rapid growth by getting focused and his lessons on the importance of branding while growing his agency.

Robert Giovanni is the CEO and co-founder of IronPlane, an agency dedicated to designing, building, and optimizing exceptional eCommerce experiences. Robert says he's made mistakes and learned a lot in the process of growing his agency. He experienced the awkward stage of an agency's growth of being in no man's land. He now offers a perspective on how to get your agency past that awkward growth stage with lessons he's learned over the years.

In this episode, we'll discuss:

• Getting over $1 million in revenue.
• Choosing ideal clients and firing ones that aren't.
• Getting comfortable hiring in advance of need.
• Branding your agency and your team.

Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design and development agency that has provided white label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

Subscribe

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Discovering the Opportunities in eCommerce

Robert discovered opportunities in selling online back in 1988 when he sold a chess set. He built a website to sell this set purchased in Russia and sold it for around $8,000. He quickly started to buy and sell products online, which eventually led to requests to build websites for other people's product sales. And with that, an accidental agency was born.

Step by step they started to build a relationship with clients, many of which he retained for several years. Before he knew it, he was operating a digital agency that started to grow. Robert's perspective always focuses on helping clients figure out what they wanted for their business (drive revenue, improve their bottom line.) By 2012, he knew it was time to get serious with its branding to further it's his agency's growth.

Getting Over the Million Dollar Mark

According to Robert, reaching that milestone took about three to four years. In the beginning, he had about two big clients and, as he describes it, he was a "glorified consultant." He hired another person to help him with daily tasks when the agency was near one million and felt content. This was until one of his clients decided to end their contract abruptly. It was a big blow for the agency and Robert knew in order to prevent something similar from ever happening again he needed to make things more official.

He worked on defining the agency's purpose and branding. He hired more people and really prioritized getting out of operations so the agency was not a one-man show. It took another three years, but after these changes, the agency finally got past one million.

Choosing Your Ideal Clients and Firing Clients That Don't Fit

After getting past the point of being a "mom and pop" agency with only 2-3 big clients, there was still much to learn. At the start, the agency was taking any client that came their way. They were trying to grow and it seemed foolish to turn away any client at that point.

This is a normal part of any agency's growth process. You feel afraid of turning down any business opportunity; even if you know a client is not a good fit. However, it's important to recognize the importance of choosing clients that are a good fit for your agency so you can wasting time on the ones that aren't.

For Robert, it was when the agency had grown to about 10 employees. He was no longer part of every sales call and had a number of good clients. There was a particular client that was never a good fit and the team knew it from day one. However, it was a big project and they signed the contract anyway. What proceeded was weeks of Saturday calls and nightmare meetings until Robert decided to end the relationship. It was the first client he had to fire and it turned out to be the point where he sat down with his team to talk about being pickier with potential clients.

From this moment on, they worked to better define the agency's values and make sure they were clearly stated on their website. He knew his agency could bring tremendous value to any client. But the client's values needed to match the agency's or they just wouldn't be a good culture fit.

Failing to define these values will leave you directionless in your agency journey.

Rapid Agency Growth and Losing the Human Touch

In early 2020, Robert felt the agency was really hitting it when it came to marketing and bringing in new clients. However, the team was failing in terms of building relationships with clients and understanding their needs. One of Robert's top priorities is building solid client relationships and offering more than just mechanics. By that time, their churn rate started to increase and Robert got worried.

Robert believes the agency should always continue to have a human touch as one of its core values. When a client did not renew their contract and the team could not pinpoint the reason, it indicated a disconnect between client and agency. It was time to re-assess and re-evaluate their client relationships.

Should Your Agency Hire Talent Before There Is A Need?

Robert's agency has a longer sales cycle, which makes it easier to predict resource needs a few months in advance. Because of this, he is comfortable hiring today for what they will need a few months down the road. When it comes to their clients, they do a review that gives them a pretty good idea of whether that project will turn into a long-term contract. Their shortest contracts are generally about a year.

This is not the case for every agency. Having a long sales cycle provides confidence and a sense of certainty. It's really all about your sales cycle and forecasting the need of bringing in-house talent versus whitelabeling.

On the flipside, hiring before bringing on clients, you may feel pressured to take on clients that are not a good fit just to pay the bills. This is a sure way to end up with clients that abuse your team and disregard your value.

Branding the Agency or Branding Your Team?

Robert's agency has a brand voice and clear values to help attract the right clients. And by the time they got branding down, he started thinking about his team. Many of the people on his team have been with the agency for a long time and are all-stars in their area of expertise. So, they launched YouTube videos and podcasts showcasing team members talking about what they know best. Doing this has done more for the agency's credibility and authority than anything else they had previously done.

If you're thinking about taking similar steps, know that you can go even further. Highlighting your team is great of course, but what about starting a podcast (it's easier than you think!) and highlighting your ideal clients?

#1 Lesson in Agency Growth

The most important thing Robert has learned over the years has been to stay focused. It can be hard when you're starting out and you want to try everything. You don't want to miss an opportunity to be ahead of the curve. However, he recalls that the agency was really at its best once they got focused and avoided distractions. He's also not afraid to give away expertise. He's gotten more traction from talking with prospects and giving them the advice more than anything else.

Remember people want to see that you really understand their needs and are an authority in your field. This is what establishing yourself as a trusted advisor is all about. Don't be afraid to talk about what you know or give away too much information. At the end of the day, they won't be able to get better results with that information, they'll still need you to execute.

Want the Support of Amazing Digital Agency Owners?

If you want to be around amazing agency owners that can see you may not be able to see and help you grow your agency, go to the Digital Agency Elite to learn all about our exclusive mastermind.

What are your goals for agency growth? Would you like to grow your agency to 7- or 8-figures? That is exactly what this agency owner did when he built a highly successful $50 million-dollar agency with a team of 400 people. He did it by staying ahead of the curve with technology and building leaders who evolve with the growing agency.

Robert Henderson is the co-founder and CEO of JumpCrew, an agency that generates demand for 2B2 customers by building a qualified pipeline through fully dedicated sales teams. Robert has built a successful agency by growing in the direction of the market, staying ahead of the curve, and building strong leadership.

In this episode, we'll discuss:

• The future of marketing in the metaverse.
• Staying ahead of the curve with technology.
• Building a leadership that evolves with your agency.

Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

Subscribe

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Building a $50 Million Dollar Agency

Many agency owners starting out are interested in "tricks" to get ahead and grow their agency as fast as possible. They seem so interested in growth they don't stop to think about the value they should be providing. When he started out, Robert saw many businesses shied away from learning how to acquire new clients. Communicating value is something he really leans into with each new client.

He doesn't sell a one-size-fits-all solution because it's specific enough or aligned with what the client needs. Instead, his team focuses on how to deliver value in a way that aligns with the client's goals. Also, they are self-aware enough to turn away clients when they feel that they can't deliver this value. Whatever the reason, they try to be really candid about good and bad fits.

The most important piece of building a successful agency is aligning with the right people. Every business is ultimately about people and when you create an environment where each team member is an expert in their area you don't need to know everything. Partnering with people who really know about their particular area will you set your agency up for success. The secret is having people that are really good at executing what they know.

The Effect of New Technologies and the Metaverse on the Future of Marketing

Robert and his team learned the power of content marketing while automating content for local businesses. They learned what the market needed by being in the mix. They grew in that direction by adding new products and services based on the feedback from clients.

Robert is a believer in new and emerging tech tools and giving platforms the credit they deserve as they develop. Sometimes we can't imagine the progress a new technology will represent in our particular space. For instance, 10 years ago no one was interested in being a guest on a podcast and now they have become a very popular marketing vehicle.

Looking ahead, Robert believes in ten years from now the meetings we're having on video today will all happen on the metaverse. People from all over the world will gather in a space that feels very realistic. The adoption of mediums like the metaverse will come with the technology and infrastructures to support them. At this point, adopting this new technology will maybe shape the way the supporting technologies start to develop.

He believes the possibilities are endless as we still can't imagine the many ways that we'll use it. The development of paid search started with the rate of adoption of social media platforms. Similarly, the development of the metaverse as the possible future of paid ads will depend on how people start to adopt this new technology.

These tools are bound to change the way agencies work and advertise and, of course, being the first to adopt them successfully would be a great advantage. We need to continue to study and educate ourselves to be able to see where it is heading.

Staying Ahead of the Curve with Technology

Staying ahead of the curve is mostly about educating yourself and trying to understand what the opportunities look like to capitalize on them as they come. We're in a learning phase for technologies like the metaverse. We know it will be a part of the future but we don't know exactly how that will look. Right now it's about trying to create more connectivity between your team in what is set to be a more sophisticated environment. Robert believes this is the low-hanging fruit available right now for all until we can figure out how to get our partners and clients into it.

However, the technology is still in the very early stages. For instance, no one wants to work 6 to 7 hours with the VR goggles on. There's still a long way to go before it is adapted to everyday use and usage is what will help shape that.

Evolving Team Member Roles as the Agency Grows

One of the most difficult phases for his agency was at a point when a lot of things were working great but they couldn't figure out why some others were not working at all. In hindsight, they just didn't have the right infrastructure and didn't have all the right people in the right seats.

It's really fun to be part of so much growth but it can also be a struggle to remain motivated and challenge yourself every single day, month, and year. Robert's leadership team has been with the agency since they were just ten people. This team has helped grow the agency to over 400 people. How did they do it?

First of all, they've had to continue growing themselves. Their role in the agency business has changed and they've reinvented themselves several times. Being open to the idea of constantly evolving in order to be able to grow has really helped them support the agency's growth. Each employee remains flexible and open to change for their own growth as well as that of the agency.

Building Leaders Who Help Grow a Strong Agency

Robert built the leadership team in such a way that they've basically been with him since the very beginning. Of course, they were not all prepared for a leadership role from the beginning. Building an agency as a team of just 10 people helped a lot when it came to building camaraderie. They had different titles but were very much equals and shared the same values. It also helped build a level of communication not often seen in a team where they are able to have hard conversations and be very honest with each other.

Robert also encouraged an environment for taking risks. He feels it is important to challenge leaders to take risks without the fear of making mistakes. This doesn't mean they make mistakes all the time, but in order to go for innovation, the team needs to know that it's ok if something doesn't work out as they'd hoped.

Want the Support of Amazing Digital Agency Owners?

If you want to be around amazing agency owners that can see you may not be able to see and help you grow your agency, go to the Digital Agency Elite to learn all about our exclusive mastermind.

Would you like to attract more clients with outbound sales? Do you need to build a successful sales team that gets results? Today's guest is a sales expert who helps agency owners get out of sales and build a successful sales team. It's all about building consistency and using your network to create relationships that will help you grow your agency.

Dan Englander is the CEO and founder of Sales Schema, a B2B agency that secures ideal prospect relationships. His team goes out to the market and helps clients get meetings and focus on new business. Earlier in his career, he led new business for a creative services company and helped them get to seven figures. After starting his agency in 2014, he has learned a lot about how companies go after new business. More recently, he shares his perspective on sales and how to improve at it in his new book, Relationship Sales at Scale.

In this episode, we'll discuss:

• How agencies can do better at outbound sales.
• Using your network to get to your ideal clients.
• What works when it comes to finding and training salespeople.

Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design and development agency that has provided white label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

Subscribe

Apple | Spotify | iHeart Radio | Stitcher | Radio FM

When is the Right Time to Transition Out of Sales?

Transitioning out of sales requires two main steps, according to Dan: who's doing what and developing consistencies in the sales process.

We all fall into the trap of dedicating too much time and energy to clients and none to your agency. Once you stop focusing on sales you'll be on another level to focus on growing your agency.

If you're an agency owner and the salesperson, think about spending half your time on sales. Eventually, get yourself to the point where you can just focus on the top of the funnel and have someone help set meetings. Clear the other half of your time to focus on your agency. Do this with the mindset of gradually getting out of sales altogether.

Agency owners commonly try to hang on to sales because they feel clients only want to talk to them. That's a misconception, considering how many owners have managed to grow their agencies to massive proportions by getting out of sales. It's not the easiest thing to do, but once you have a repeatable sales process it becomes easier to get someone else in that seat.

Where do some agency owners go wrong with this transition? They jump to it too early before figuring out the repeatable process. They just throw a salesperson into it the mix and expect them to figure it out. That sets them up for failure and, once they do, it is easy to convince yourself that you're the only one that can handle sales successfully.

How to Create a Repeatable Sales Process

Agency owners struggle, sometimes for years, to find the right salesperson and this has a lot to do with having the right systems in place. Dan likes to break it down into a process where you start at the very top of the funnel.

• Think about how you're getting meetings.
• Break down your conversion process from the first appointment to the proposal.
• Follow that with breaking down the process from proposal to close.

Of course, this may vary depending on how complex your sales process is -- documenting everything is key in order to set up your salesperson for success.

When it comes to how to get meetings, Dan and his team find outbound is a really good way to do it. Whatever you're selling it stands to reason that your market will be relatively small. Your target audience is not everyone in the world so you don't have to build a massive inbound funnel. There are really a finite number of relationships you can build in your area. With outbound, you can start building those relationships before the client actually has a need. Then you are top of mind when the need is there.

Building Relationships With Outbound Sales

One of the things Dan's agency does for clients is referral-driven campaigns where they make a list of ideal clients and identify who could introduce them to those clients. Basically, they identify friends of friends, narrow them down to contacts in the first degree and ask for an introduction to someone in their network. A lot of people have no problem making that connection once you're upfront about what you want.

They usually start with an accounts-based list of thousands of companies. Instead of trying to find the golden company that you may want to work with but have no meaningful connection to, find a number of companies you're actually connected with. The connection you make as a result might not get you a campaign that lasts very long, but it will help you get that level of trust in order to get you a referral.

What Works When it Comes to Finding Salespeople?

This is something Dan still struggles with to this day. Being a sales hirer is part of your job as an agency owner and part of getting out of sales. You have to dedicate part of your time to finding the right salesperson and training them because you're essentially investing in someone that's going to help your agency grow.

Dan's agency gives the hiring funnel as much importance as the sales funnel.

Also, to weed out candidates that are ultimately not a right fit Dan usually asks for video interviews. It's a way to see how invested the candidate is and avoid wasting time on long interviews in-person interviews. Once he's made that hire, he invests in sales training every week. New team members do role-playing exercises and listen to sales calls every day to get ready. It is a lot of work, he admits, but it is worth it.

Another good tip is to not assume the person is perfect for the job after a good interview. Ask the candidate to make a 90-day plan and see if what they present truly aligns with what you need.

Finally, don't underestimate the importance of not just hiring the right person for the job. It's equally important to put together the right framework for your salesperson to model, evaluate, and make new recommendations on.

How to Face Client's Skepticism

The hardest part of sales is getting someone to agree to take your call. Once you've done that, they are now investing time. They would not be spending time in that conversation if they didn't have a specific need. Just make sure the conversation flows in a way the client is comfortable and feels heard. Spend more time listening than talking. Give space to ask questions and don't make the prospect feel interrogated.

Don't underestimate the importance of asking the right questions to pull the client in. A lot of salespeople tend to push a lot and makes people feel they have to push back. It's a completely different thing to present yourself as the trusted advisor through the right questions.

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Have you clearly identified your place in the market? Have you selected a core leadership team to help you take the agency to the next level? Do you unknowingly have a principle-agent problem?

After 10 years in the business, one successful agency owner shares the steps he followed to skyrocket growth. He covers everything from the importance of having a top-notch leadership team to communicating the goals and vision and solving the principal-agent problem.

Manish Dudharejia is the founder and president of E2M Solutions, a full-service white label digital agency. His agency works as a trusted partner to scale your agency business behind the scenes. E2M has been serving agencies for 10 years and currently works with about 130 agencies across the U.S.

In their growth process, Manish has had to learn to manage big teams of over 100 people, as well as create a culture that prioritizes employees and identifies leaders within the organization.

In this episode, we'll discuss:

• Finding your agency's place in the market
• Tips for managing a large team of over 100 employees.
• Identifying the principle-agent problem and how to solve it.

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Finding Your Agency's Unique Proposition and Providing Value

According to Manish, understanding his agency's unique sales proposition was a key factor in its success. He was clear early on that his core expertise was more about sales, branding, and customer service. He knew that is what he needed to offer clients in order to provide value. And, he never stopped learning about leadership. Like most agency owners, Manish didn't know anything about hiring and training a team when he first started. Now he manages a team of nearly 150 people.

Another key aspect of E2M's growth was understanding what the market needed and how to serve those needs. Manish understood India is one of the countries with the highest number of English-speaking young people. This makes it a great place to outsource services. The resources and opportunities were there to create a company very competitive in this space. It just took having great systems in place and a really professional, prepared team.

It's about having the self-awareness to identify how you fit into the industry. What are your strengths? How does your expertise fit what clients need from you? Manish saw a gap in the agency space where agency owners didn't have time to invest in hiring and training a team. That's where his team comes in to white label when agencies need them most.

Finding and Managing Your Core Leadership Team

A lot of agency owners struggle with operations and growing a team as the agency scales and needs to expand its staff. They may go from having a team of five to a team of 20 and feel overwhelmed. Manish now manages a team of nearly 150 and his management philosophy is to have a core leadership team. He usually works closely with his 6-7 leaders and makes sure they know who is responsible for what.

It's important your team leaders understand and communicate the agency's culture, vision, and goals. Failing to do this leads to a disconnect between the employees and the overall agency's goals.

Where can you find top talent to lead and manage your agency team? Manish believes in building leaders within the company rather than hiring outside talent. He believes there is always someone out there who would love to do a job you hate doing. Instead of holding on to tasks you don't like for fear no one else can do it, find someone you trust that can take it over. He is also against micromanaging and believes that if you chose someone to be part of your leadership team is because they've proven themselves and you trust their judgment.

The Principal-Agent Problem and Why You Need to Solve it

Manish recently learned about the theory of the principle-agent problem. Fortunately, he had been taking the right steps to face it. It is the root of most problems related to employee and client dissatisfaction. It is basically a conflict between the priorities of a person you've chosen to represent you vs. the priorities of the client. The root begins when the incentives of the agent and the principal do not match.

Manish uses the example of Uber and how their main customer dissatisfaction problem begins when the incentives for the principle (the client) – getting to their destination and enjoying a good service – do not align with the incentives of the agents (the drivers) – completing as many rides per day as possible.

As an agency owner, you are essentially hiring people to provide a service that satisfies the clients' needs. However, you should always make sure to put the right incentives in place so those employees are also satisfied. Remember your employees are your most valuable asset, so if they're not happy something definitely must change.

3-Step Framework to Getting the Right People in the Right Seats

Once he found his place in the market, Manish focused on having the right people in the right seats. In short, he attributes his success to implementing this framework:

1. Identify the core leadership. These are employees with key abilities that could be utilized to relieve you of unwanted tasks. If you put the right people in the right seats, you'll never have to worry about motivating them.
2. Address any principle-agent problems. Incentivize your team that is a win for them as well as for the client in order to produce a successful customer experience.
3. Create a culture where the team feels valued. Help your employees rally around the common goal where they can feel their contribution matter to the overall agency's goals.

Setting Goals to Continue the Agency's Growth

Manish sets three main goals for each quarter. They also clearly communicate how each team member will contribute to achieving those goals. Sharing the agency's goals helps every team member feel they share in and are a part of those goals.

Give your employees goals rather than just tasks to do and they'll feel included, valued, and a part of something. This also help them understand their impact on the organization. Of course, one way to recognize their work is monetary compensation but it can't be all about money or you'll end up losing your team.

Interested in Seeing if E2M Solutions Can Help Your Agency?

If your agency can use the help of a white label partner, check out E2M Solutions and join the hundreds of other agencies who have trusted them. For a limited time, E2M is offering Smart Agency listeners an amazing discount, that you can check out here.

How can you propel agency growth while removing yourself from operations? How can you manage a fully remote team while keeping an active, fun work culture? What is it like to work with big tech brands? Today's guest saw a huge jump in her agency's growth during the pandemic and discovered the benefits of growing a remote team. Now she is figuring out what an agency office like looks like for her team in a post-pandemic world.

Lisa Larson-Kelley is the founder and CEO of Quantious, a premier marketing agency specializing in emerging technology. She's grown the agency from a 2 person operation to a team of over 15 people working with the biggest names in tech, like Meta (formerly Facebook) and Shopify to name a couple. Her agency growth started to really take off just as the pandemic hit and she found many benefits in working remotely.

In this episode, we'll discuss:

• Creating an agency that becomes a trusted partner for big brand clients.
• The benefits and opportunities of working remotely.
• The most important decision for massive agency growth.

Podcast Takeover!!

Get to know your Smart Agency Guest Host: Dr. Jeremy Weisz is the co-founder of Rise25, an agency that helps companies launch and run podcasts profitably. He followed Jason's podcast and eventually joined the mastermind and has been a guest on the podcast before. Today, he's helping Jason bring something new to the Smart Agency podcast audience by interviewing a special guest and bringing a new perspective to the show.

Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design and development agency that has provided white label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

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Building an Agency as a Trusted Advisor in the Tech Sector

Lisa started her career in design back when working in tech didn't seem like an option. She was passionate about tech and coding and eventually became part of a group of developers that worked at Flash Media. Joining Flash was the perfect jumping point to get back into coding and on the development side. Her work in app development opened the door to attend conferences as an expert and continue to learn about tech. For years she was immersed in emerging technologies, first as a developer herself, and then as a trainer and marketer.

As a marketer, she knows how to tell complicated stories in a simple manner and built a team of like-minded people. Her agency has become a trusted partner working with the biggest names in tech like Meta and Shopify. Working as a secret weapon for these companies, they work on things like back-office operations and augmented reality experiences. With Meta, they worked on ways to show the many possibilities of using their collaboration software for businesses, Workplace, which they had struggled to market.

Typically, her agency is called to assist a company that is adjusting to its growth process. They need support from an experienced team that can help them with onboarding, documentation, and processes. Their mission is to make their client look good and don't really feel a need to have the spotlight.

Finding Success in a Transition to a Fully Remote Team

Lisa was just thinking about investing in a bigger space to accommodate new team members when the pandemic started and she was forced to make the drastic shift to going fully remote. They were about 10% remote before, with some of the team working from home at least once a week. However, it was still a big adjustment to make overnight.

We all remember how uncertain those first few weeks of the pandemic felt and the struggle to get used to the new reality. Thankfully, they got settled into the new situation quickly and Lisa realized it was actually going really well. The work didn't stop for her agency, as more and more companies were interested in the tech they needed to go fully remote. The work grew and so she needed to hire more talent. She realized she wasn't necessarily limited to hiring in New York area any longer and started recruiting all over the US. It was a shift that really enriched the quality of their work as an agency. Instead of investing in a bigger office space, she figured out how to manage people across different states.

Now they focus on keeping everyone connected with daily meetings, Slack, and some creative solutions like work games. They have "Teaser Tuesdays", where everyone competes in games like Wordle as a way to connect and have fun. All in all, they make sure to celebrate birthdays and anniversaries, invest in professional development, and show their appreciation to keep the team motivated and creative.

What is the Future of Remote Working?

Lisa sees a lot of push and pull over staying remote or going back to the office in the tech world. On one hand, a home office is now very ingrained in the younger generations. On the other, many insist going back to normal should include going back to the office. Each has its own set of pros/cons, of course. There is a beauty to working in person and seeing your co-workers at the office. However, putting effort into providing remote opportunities is also very important.

Furthermore, not everyone wants to go back to the awful open-floor offices that were so popular before the pandemic. It is a complex issue that can't be solved by just ordering everyone back into the office but rather requires reimagining how that would look in a post-pandemic world.

Benefits of Having a Remote Agency

Working remotely has actually helped Lisa's agency in many ways. For example, diversity of time zones within the team has been a major benefit. There are team members in different time zones working closely with clients in different areas. There's also the flexibility of working a schedule to accommodate to your activities. This allows everyone to work during the time of day when they are the most productive.

If you have an open mind, you can also see the benefits of having different points of view on something. Lisa is in New York and someone from New Mexico or Florida will have different points of view and have different ideas.

#1 Most Important Decision to Propel Agency Growth

Hiring a VP of Operations was a crucial move that really impacted Lisa's agency's growth. For a long time, she was sitting in two seats. Letting go of operations and starting to think bigger was a total game changer! It's a huge decision because you want someone who will maintain the same level of detail in the decisions they make.

In short, her process included:

• A year documenting all the things she was doing.
• Listing the tasks she was ready to delegate to someone else.
• Developing a job description based on all that information.
• Working with a recruiter specializing in filling the integrator position.

It still took a while, but she eventually found the perfect person for the job. They connected and she understood the agency right away.

Best Agency Advice: Hire Slow, Fire Fast

The most impactful advice she's gotten, which goes back to her biggest struggle, is to let people go when it's time. Don't hold on and give them three or four chances to improve. You're holding them back and holding your agency back from what it could be accomplishing. Since Quantious grew from such a small team, it was especially hard for Lisa to recognize when moving on would be best for the agency. In her opinion, the sooner you can do it the better -- or as they say, hire slow and fire fast.

Want the Support of Amazing Digital Agency Owners?

If you want to be around amazing agency owners that can see you may not be able to see and help you grow your agency, go to the Digital Agency Elite to learn all about our exclusive mastermind.

Would you like to get out of your agency's daily operations? Do you want more time to work on the business rather than in it? Have you set up boundaries and the right systems to make that happen? Have you made the key hires to help you do it smoothly? One agency owner found a way to force herself to exit from day-to-day operations in order to create more work-life balance.

Jessie Healy is the founder and CEO of Webtopia, a digital agency focused on e-commerce growth for sustainable and purpose-driven product brands. She started to build her agency around her freelance business and quickly grew it into a successful remote agency. However, she found herself basically chained to her desk and made a few key decisions to correct that.

In this episode, we'll discuss:

• How your values can help you select a niche.
• Force your own exit from day-to-day operations.
• A hiring system that eliminates 90% of bad matches.

Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design and development agency that has provided white label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

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Transitioning from Freelancer to Agency Owner

Jessie was 7½ months pregnant when she lost her job and turned to freelancing. It's something she was already considering but had delayed because she was unsure how to start. She wondered: How do freelancers get business? Where do they find clients? Thankfully, it was not as difficult as she thought. She posted her skillset on a forum and started getting work right away.

Jessie started her agency as a freelancer and first-time mom who wanted a flexible schedule. As she grew her business, she first hired other female freelancers looking for the same type of flexibility. However, the workload increased and she found herself in management hell. She was chasing people down to make deadlines and attend meetings. In the end, she realized if she wanted any sort of work-life balance and growth for her agency she needed an in-house team. They continued to be a fully remote agency but as employees now, every team member is committed to the agency and committed to the process. She no longer had to chase after her team because they were online when she needed them to be. It was a key turning point for her agency.

Building an Agency as a Trusted Partner For Clients

As the amount of work grew, Jessie realized there was an opportunity to fill a gap in the market. She had worked on the client side and found that, even with a good budget and hiring experienced agencies, she could not make them show up to calls. She felt there was a gap in the market for agencies that would work as a partner for clients.

So from the get-go, her agency started to work with small e-commerce companies as their marketing department. They focused on the creative side of storytelling as well as the science of media buying. According to Jessie, most agencies were focusing just on the media buying aspect but her agency stood out for focusing on both. They also focused on strategy, which she felt from her experience on the client side that agencies were really lacking.

How Your Personal Values Can Help You Niche Down

Jessie admits that in the very beginning she was willing to do any sort of agency work for £50/hour. She would even take on menial or boring tasks like paid search. That is until she learned about the benefits of niching down.

Ecommerce became the obvious choice for her, since she had always been focused on consumer marketing. Additionally, sustainability has always been the most important value for her so she brought that to her agency work.

When you have strong values for your agency, eventually you'll find yourself working with brands that share those same values. As time went on, she noticed they were working with a lot of female founders and a lot of sustainable brands. Jessie figured they were repelling brands that did not share those values and attracting the ones who did. She took to LinkedIn and started posting about sustainability. Eventually, she started working with charities and participating in tree planting activities and slowly built a clientele that resonates with her values.

Now the agency is approached more and more by sustainable brands that share her passion. As When you find your agency's unique identifiers, implement the change you want to see in your agency and you'll attract people with the same values.

4 Key Agency Hires to Exit Yourself From Daily Agency Operations

When she moved to New Zealand, it put a lot of distance and time difference between Jessie, the team, and clients. She spent a year planning the move during a time when she felt she was constantly chained to her desk. She felts she was always either answering emails or jumping into meetings. Moving gave her some freedom but she knew she needed to make some key hires first.

Never be shy about hiring senior staff who have the experience to take over without the need for extensive preparation. Jessie hired four key roles to ensure everything would run smoothly without her:

1. Head of Operations
2. Director of Paid Social Strategy
3. Director of Google Ad Strategy
4. Commercial Director

With others dedicated to specific parts of the business, this freed Jessie up to focus on the 5 roles of an agency owner. Some clients still request Jessie or want face time with her so she makes time twice a week for those meetings. However, she is very strict about how much time a week she will devote to this.

It's a change any agency owner can implement by having clear boundaries. Jessie moved to a different country, but even if she hadn't she believes she would have eventually gone in this same direction because the way she had been overworking was not sustainable.

Setting Up a Hiring Process That Eliminates 90% of Bad Matches

Those four key roles were a critical part of her plan to exit day-to-day operations. So how did she find the best talent to hire? Two of them were promotions from within the agency, which is why you shouldn't forget to empower your team's growth. For the other two, her agency tested several sites but generally found LinkedIn was the best source.

They typically post the job in remote workgroups and do cold outreach, where they send messages with the job description. After that when a candidate looks promising, they have a cleverly built funnel setup. The funnel uses marketing language and leads to a series of tasks that includes written tests and videos to make sure the candidates expresses themselves correctly. This process ends with a series of interviews to evaluate both technical skills and culture fit. It is a carefully constructed process that eliminates 90% of bad matches.

Remember you must hire the right culture fit. Skills can be taught and learned, but culture cannot.

You probably won't set up the perfect hiring system for your agency on the first try. However, it is a way to ensure that you won't lose a ton of time in interviews with people that ultimately don't have what it takes to be successful on your team.

Want the Support of Amazing Digital Agency Owners?

If you want to be around amazing agency owners that can see you may not be able to see and help you grow your agency, go to the Digital Agency Elite to learn all about our exclusive mastermind.

When was the last time you raised your prices? Do you know your profitability on each of your clients? If you haven't raised your prices for legacy clients in a while, you're probably losing thousands of dollars of revenue. Fear of increasing prices is a very common issue for agency owners. However, overcoming that fear might be easier than you think once you get out of your own head.

As Agency Scale Specialist on our team, Darby Copenhaver talks with hundreds of agency owners and finds that one of the most common fears is raising prices. It is a hard conversation that you should have with yourself and your clients. If you are transparent and communicate your value it will never come as a surprise.

In this episode, we'll discuss:

• Agency owners' fears around raising their prices.
• Understanding and communicating your agency's value.
• Good systems to raise your prices and be more profitable.

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2 Most Common Fears Around Raising Agency Prices

Darby spends a lot of time helping agency owners get to the next level and says many of them are scared to raise their prices. For the most part, they seem to be fine with raising prices for new clients but stop themselves from increasing for existing clients. They will typically justify the decision by saying those clients helped them get to where they are now. However, that is like not taking credit for all the work you've done to grow the agency.

1. Loyalty to Legacy Clients - As an agency owner, you may feel a certain sense of loyalty to your oldest clients. They've probably been with the agency for years and it's logical that you want to continue that relationship. You may also believe in order to raise prices, you need to provide additional value. However, if you've been working with a client for five years you should consider that you are most likely much better at what you do after five years of experience. Those clients are now getting a better quality of services and strategy for what they were paying five years ago. This is not how it works in any other industry.
2. Balancing Capacity and Pricing - Another big challenge agencies face is bandwidth. They find it hard to keep up with fulfillment and delivery as the agency grows. By not raising your prices, you're handcuffing yourself to a client at a discounted rate. Meanwhile, you're bringing in new clients at higher prices. It will take you the same amount of time, effort, and energy to complete the tasks for the legacy clients as for a new client. Basically, you won't have the time and bandwidth to bring on more new clients paying the right price. In this sense, your loyalty is getting in the way of your growth.

Understand and Communicate Your Agency's Value

Darby usually asks agency owners if they are effectively measuring and communicating client success frequently enough. It is commonly a question that takes agency owners a few minutes to answer and very few have a good answer.

Communicating client success can be a challenge depending on the type of agency. To start, focus on asking the right questions. You should really know what the client cares about from your onboarding process. This way, you can know what to measure for success.

If you're doing that part correctly and getting it right from the beginning then you're setting yourself up for success. You'll be able to relate back to them the results that you're getting in a matter that they know, understand, and care about.

Communicating the value you're providing to clients is also crucial when it comes to the team. Your team should understand the value of their work for each client and why you charge what you charge. If you're not communicating value efficiently to your team then you're probably not communicating it to your client either.

3 Good Systems For Raising Agency Prices

• Have a healthy sales pipeline. You have to have predictability so you can be selective. If you're raising prices for new clients coming in, you should have new opportunities lining up right behind them in case you need to rethink your pricing strategy. At the end of the day, it's an experiment, so make sure you have a plethora of opportunities so you're not just relying on the few you have in front of you.
• Include price as part of your success conversations. Part of the success conversations you should be having with clients needs to be laying the ground for upcoming price increases. Talk about what you're investing in new technology, talent, training, etc. In short, all the things the "behind the scenes" things they don't see but are contributing toward getting them more effective results.
• Start with the right mindset and expectations. Be prepared to lose clients as a trade off for more profitable ones. Expect that you may lose a few legacy clients and set the new pricing in a way that you'll be OK when that happens. Digital Agency Elite Mastermind members have said after getting the courage to double their prices and preparing to lose a few clients they ended up not losing any because their clients actually expected the price increase.

Training Agency Clients to Expect Price Increases

This is something that Jason and Darby discuss with mastermind members all the time. It's part of building a relationship with your clients. You don't go for the long-term, hard sell right away before you gain their trust. It's a lot to ask someone to enter a long-term commitment, like a retainer, solely based on case studies and past successes. Instead, start with a foot-in-the-door offering. Build a relationship, show some results and some wins which naturally lead to talking about a long-term commitment like a larger project or retainer work.

By doing that, you're already building a relationship and trust where you're no longer competing for price. You've proven you can get the results you promised and the price won't matter. It also won't be difficult to justify because there is now a foundation and an understanding of the value you bring to their company.

Other than that, once there is a relationship you should train your clients to expect a price increase at least once a year. If there are big gaps of time between raises then you're training them to see it as a rare occurrence.

By contrast, if each year you raise a percentage based on inflation and upgrades and you've already established communication with them where they understand the results you've gotten for them, they won't question it.

Check out a Foot In the Door Framework with 90% Close Rate: https://jasonswenk.com/foot-in-the-door

Want the Support of Amazing Digital Agency Owners?

If you want to be around amazing agency owners that can see you may not be able to see and help you grow your agency, go to the Digital Agency Elite to learn all about our exclusive mastermind.

Want more brilliant Agency Scaling Advice from Darby?

Check out one of his other interviews or book a blueprint call with him and get a plan specific to your agency's scaling needs.

Has your agency struggled through tough times? Could you pivot quickly if necessary? Back in 2020 many businesses, including digital agencies, were scrambling to adapt during the covid pandemic. Today's guest got her agency to the other side and almost back at pre-pandemic revenue. To do that, she put together a series of guiding principles her agency team sticks by as they search for ways to carry on. She shares lessons on why building leaders and leveling up leads to amazing agency growth.

Robin Blanchette is the founder and CEO of Norton Creative, an agency that specializes in the restaurant industry. With a niche like restaurant hospitality, her clients were particularly affected by the pandemic and subsequent lockdowns. Many in her situation tried different approached and found what worked for them. For her, it was 50% about diversifying and 50% digging deeper into her niche.

In this episode, we'll discuss:

• How the pandemic affected her business.
• The principles that kept her team afloat.
• The importance of building leaders.

Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design and development agency that has provided white label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

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Choosing an Agency Niche Based on Experience and Passion

Robin was not an agency person by nature. She worked for an agency once in her 20s and never wanted to do it again. She had a background on the client side so as CMO and Media Director got to work on all the pieces of running marketing for restaurants and developed a real love for that industry.

Although she really enjoyed this work, she was also a single mother of small children. She was looking for something that would allow her to be more present in her kids' lives. She naïvely thought running her own company would allow her that time and the agency was born from the idea.

Choosing a niche was a no-brainer because Robin already had a background in the restaurant industry. That's where her heart is and what she is drawn to. Could she sell other things if necessary? Yes, but that's where her expertise is and where she shines. Since then, they've worked with about 150 restaurant brands whether for projects or partnerships.

Adapting Your Agency Model In a Downturned Economy

In early 2020, most of Robin's clients were in the restaurant business and were closing due to the lockdowns. She had the worst week of her career as many clients couldn't pay. Many were laying off staff and even she had to let go of some employees. It was a tough time, but one of the things she remembers is everyone's level of compassion and understanding. Even laid-off employees understood the decision and Robin really felt a sense of community in those moments.

Thankfully, not every client had to shut down; many changed their model to drive through and delivery and kept going. A lot of people used creative measures and figured out how to stay in business during those months. This helped Robin and her team stay afloat and keep fighting as well.

Some may think the pandemic proves that choosing a niche could be a negative. And back in 2020, Jason advised mastermind members to dedicate 50% of their efforts to continue to support their industries and 50% of their resources to explore new industries that were thriving with the new events.

For her part, Robin decided to go even deeper into the restaurant industry. They did a lot of pro bono work and provided support to their clients. They also did a ton of branding work for digital businesses, which they now continue to do for bigger brands. All in all, they did some work outside of their niche while also digging even deeper into their industry kept them afloat in these difficult times.

4 Guiding Principles for Getting the Agency Team Through Tough Times

The pandemic was certainly a hard time for many businesses. Agency owners had to get creative and look for new opportunities to get their agency past these difficulties. Like many, Robin did think of shutting down at some point. After all, she didn't have to answer to shareholders. However, her team was looking to her for leadership. Inspired by them, she decided to not give up and figure out what was next for the agency.

Everyone had to be focused and working, so she created these 4 guiding principles:

1. Focus on what you can control. Don't waste time or energy on things you can't control. Instead of worrying about the unknowns, what do you know to be true and how can you use it to your benefit?
2. Get comfortable getting uncomfortable. Every member of the team needs to be flexible and take on new tasks and truly be a team player, even when something is a little outside their comfort zone.
3. Assume positive intent. The uncertainty of a health crisis and changing economy is unsettling but international positivity is the only way to get through it.
4. Don't waste the crisis. Think about how to leverage the forced changes into ways of leveling up or renewing the business.

Leveling Up & Building Leadership

Robin's principles for the pandemic are values any agency owner can implement at any time. You don't need a global crisis for your team to understand the agency's mission, vision, and values. When you have guiding principles, your team feels empowered to make decisions that meet the guidelines you've established.

Robin believes the measure of success for her guiding principles is the fact that the agency made it through and returned to their pre-pandemic revenue. Those principles helped not only to grow the agency but also to build leaders in the organization.

Coming out of the pandemic also helped her commit to leveling up in every way. It's something her agency is applying to talent, and partners. She took this opportunity to turn into the best version of herself, which it's really something we should always strive to do.

Want the Support of Amazing Digital Agency Owners?

Do you want to be around amazing agency owners that can see you may not be able to see and help you grow your agency? Then go to the Digital Agency Elite to learn all about our exclusive mastermind.