How To Train People To Run Your Marketing Agency For You

Imagine if you were somehow able to train people to run your marketing agency for you, but you could generate the same amount of revenue. That sounds like a miracle, doesn't it? It's something that thousands of entrepreneurs achieve every year through the right strategies.

In this guide, we take a look at how you can make this a reality in your firm. We'll discuss some of the shifts in practises that you'll want to adopt to ensure that you can get back more of your time and focus on what you do best: strategy.

Audit your time right now

The first step is to think about what you're doing with your time right now. Many entrepreneurs are often shocked to discover how much actual work they're doing during the course of the day.

For example, if you are doing basic copywriting, scheduling posts, invoice follow-ups, and daily reporting, that's definitely something you can delegate to somebody else. You might also want to delegate client onboarding, campaign optimisation, and other tasks that require specialists.

Really, you want to be focusing on the high-leverage activities, like:

• hiring leaders

• closing major deals with other agencies

• high-level branding strategy

Standardise your agency playbook

The next thing you should do is standardise your agency playbook. It might sound boring, but getting people to follow the same processes over and over again is an extremely efficient way to run a company, especially if you intend to scale.

Make sure you have standard operating procedures in place, and don't waste time writing 50-page manuals that nobody will ever read. For example, if you want to train staff on a particular process, record a Loom video of you doing it yourself once so they can follow the steps themselves.

You can also create cloud-based checklists and use outcome metrics to tell employees and staff whether they're on the right track.

Invest in proper training

As an agency leader, you should also invest in proper management training courses, especially as you scale. Many firms neglect to do this and wind up with the original founder having to do most or all of the work.

Once you have competent leaders below you who understand their role and function in your business, you can begin to really thrive.

Transition to the “I do,” “we do,” “you do” framework

Transitioning to the “I do,” “we do,” “you do” framework can also be helpful, especially if you find yourself doing a lot of day-to-day tasks at your business.

• Phase 1: The trainee shadows you as the owner.

• Phase 2 (the "we do" phase): The trainee executes 50% of the tasks, and you collaborate with them.

• Phase 3: The trainee does the work, and you quietly review it in the background when you get the chance.

Establish financial and performance guardrails

Lastly, you'll want to make sure that you have proper financial and performance guardrails in place. For example, you can tell employees that they have the autonomy to refund clients up to $500, but anything above that needs your expressed permission.

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