Smart Agency Masterclass with Jason Swenk: Podcast for Digital Marketing Agencies – Détails, épisodes et analyse

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How often do you take time off simply to rest? Do you carve out moments to recharge and find stillness before the daily whirlwind begins? If you’re a successful entrepreneur who doesn’t prioritize rest, you may be heading toward burnout. Today’s featured guest is an entrepreneur who’s created several noted frameworks for business owners, empowering countless individuals to elevate their businesses.

Gino Wickman is an entrepreneur, content creator, and most notably the founder of Entrepreneurial Operating System (EOS). Through the years he’s noticed highly accomplished entrepreneurs tend to feel unfulfilled in what should be the highest point of their success. This happens when they forget the fundamental purpose behind building a successful business: to create a fulfilling life. In this episode, you will gain insights into achieving success while maintaining fulfillment in both your professional and personal life.

Gino has created many business frameworks but EOS is what he’s best known for and is used by hundreds of thousands of companies around the world. In his new book, "Shine," Gino explores the idea of achieving success while maintaining balance and fulfillment in life. This is something many entrepreneurs often struggle with and may not even realize it.

In this episode, we’ll discuss:

• Why business success isn’t enough.

• Breaking work cycles.

• 3 discoveries to free your true self.

• The ten disciplines.

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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.

Check out Gino Wickman on the 2 disciplines every agency owner needs.

With a track record of thirty years working with entrepreneurs, Gino realized that, even though he has been helping them create thriving businesses, many of his clients continued to feel unfulfilled. This is something Gino himself can relate to and what led to him to creating his latest framework centered on helping entrepreneurs master both their inner and outer worlds.

Many people achieve remarkable success but continue to feel unfulfilled or unbalanced, even if they have more money than they know what to do with. Attaining external success and continuing to struggle with finding purpose and feeling empty on the inside is common for business owners. This underscores the need to nurture our inner selves in addition to focusing on external achievements.

In our fast-paced and achievement-oriented society, it’s easy to get caught up in the pursuit of external success and validation. However, without a strong foundation of inner fulfillment, external achievements can feel hollow and unsatisfying. That’s why prioritizing self-reflection, self-care, and personal growth is essential to cultivating a sense of inner peace and fulfillment.

After selling EOS Worldwide, Gino found himself in a remarkable position, engaging in work that he genuinely loved. This newfound contentment revealed to him he had been operating under a belief system based on non-stop work since age fifteen. Back then he committed to work hard and build an empire around what he thought would make him happy.

Now, years later, it finally hit him that he had been enduring the unhappiness created by his work obsession and the feeling of safe and contentment after the sale is what helped reveal this pattern. He realized it was time to work on his inner struggles and find true fulfillment.

Just like Navy SEALs commonly experience trauma once they are safe at home, entrepreneurs often find that their inner demons come to the surface when they are not focused on a task or goal. These moments of stillness and introspection present an opportunity to confront our fears, insecurities, and past traumas, and ultimately free ourselves from the burdens that have been holding us back.

To deal with this, Gino recommends meditation, which many people reject fearing that the moments of quiet will evoke past trauma. Nonetheless, Gino believes there is a need to let this stuff come up, to shed the layers of armor you’ve built up, and to free yourself. Achieving this freedom is what will allow individuals to make a real impact on the world and become much more creative.

Some people think that growing and selling your business brings freedom. However, Gino presents a different perspective, advocating for three transformative insights that can help you unlock your authentic self while enhancing your energy, impact, and inner peace.

1. Recognize and accept that being driven is part of an entrepreneur’s DNA and wiring. Acknowledging this helps you navigate the ups and downs of that drive and recognize the impact it has on your mental, physical, and emotional well-being.

2. All decisions are made out of love or fear. Understanding the motivations behind your actions will help you make more conscious choices that align with your true self rather than your ego. This awareness can help entrepreneurs break free from patterns of fear-based decision-making and move towards a place of love and authenticity.

3. Know it is possible to be BOTH driven and have peace. This may seem contradictory at first, as many driven individuals equate drive with a constant state of hustle and striving. However, finding peace does not mean losing drive; in fact, it can enhance it. At this stage of his life, Gino has everything he’ll ever need; nonetheless, he’s more motivated than ever. By letting go of the need to constantly be in motion and finding a sense of inner calm, driven entrepreneurs can tap into a deeper source of motivation and creativity.

The next step after embracing these discoveries is how to implement them into your life. In this sense, Gino emphasizes the transformative power of shedding everything that isn’t the real you. He encourages entrepreneurs to let go of societal expectations, comparisons to others, and unnecessary tasks or responsibilities that do not resonate with their core values and passions.

The 10 disciplines outlined by Gino provide a roadmap for achieving this state of authenticity and include:

1. Tenure thinking

2. Taking time off

3. Knowing oneself

4. Being still

5. Knowing one's 100%

6. Saying no often

7. Avoiding low-value tasks

8. Preparing nightly

9. Organizing one's life

10. Practicing humility

     

Following these disciplines, anyone can begin to strip away the layers of conditioning, false beliefs, and distractions that prevent them from living in alignment with their true selves.

For instance, knowing your 100% is a step that will help you pinpoint the perfect amount of effort you’ll need to create something amazing as an entrepreneur. Also known as the work container, this measure should answer how many weeks of the year and hours per week you can work to reach your maximum output without going over or under that measure. One extra hour over that measure may lead to burnout while one hour less might mean you’ll start to get bored.

The key to finding this magic number is to start experimenting with how you manage your time. Instead of deciding you’ll only work three days of the week as of tomorrow, start reducing your working hours little by little and see how you feel, how your energy levels change, and whether or not you’re still able to handle your workload. The perfect balance will allow you to manage your energy while making as big of an impact as possible. 

Do you find it challenging to sit still? If so, you may struggle because your mind is preoccupied with tasks and responsibilities that are piling up, making it difficult to take a moment to reset and recharge.

What does ‘stillness’ mean in this scenario? It means four things: meditation, prayer, contemplation, or journaling. The idea behind this daily exercise is to set aside time to just stop and let your soul catch up to be present and aware.

For his part, Gino recommends dedicating thirty minutes each day to simply sit in silence. As simple as that sounds, it’s hard for driven entrepreneurs. If this is your case, just try starting with 10 minutes every day and slowly work your way up to 30 minutes. Being constant with this practice will allow you to feel more present, aware, energized, and creative, which will benefit every aspect of your life, not just your performance as an entrepreneur.

Just like sitting still can be a challenge for entrepreneurs, taking time off can be even harder. However, Gino recommends business owners take at least 130 days off a year, which may seem like a lot if you’re used to working long hours and prioritizing productivity above all else.

Personally, Gino has taken the month of August off for the last twenty-five years and is a big believer in the power of a sabbatical. He insists these days off must be days when you do not think about work at all.

By taking time off, we allow ourselves to rest and rejuvenate, which can lead to increased creativity, productivity, and overall well-being. It allows us to step back from our daily routines and responsibilities, gain perspective, and come back with a fresh outlook on life.

Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training

Do you find it hard to remember the name of someone you just met? Do you struggle to recall the details of last week’s meeting? Busy agency owners are constantly juggling countless responsibilities which is overwhelming and leaving you feeling like you're losing your edge. But what if you could sharpen your mind and tackle daily challenges with confidence?

Today’s featured guest has transformed his remarkable journey as a record-holding memorization expert into a powerful business dedicated to helping entrepreneurs enhance their memory skills. By harnessing effective visualization techniques, he empowers individuals to project themselves into a future filled with success. In this episode, learn more about his inspiring story and insights on memorable marketing and memorization.

Dave Farrow is the founder and CEO of Farrow Communications, a full-service public relations and digital marketing agency with a reputation for creating ‘memorable’ marketing and publicity campaigns. Dave shares his incredible journey from being diagnosed with ADHD and dyslexia to becoming a Guinness World Record holder in memorization and building his business around his passion for helping people understand the brain's workings.

His most recent book ‘Brain Hacker’ is another step in his mission to show that the brain can change and be trained to improve memory.

In this episode, we’ll discuss:

• Supercharging your memory with visual associations.

• The super learner’s toolkit to remember everything.

• The use of visualization techniques in business.

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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.

As a child, Dave was often led to believe that his ADHD would hinder his chances of achieving success. This conviction ignited a profound curiosity about the workings of the brain and the concept of neuroplasticity. Dave became passionate about the idea that the brain is capable of change, adaptability, and training, embarking on a mission to demonstrate this potential.

Through dedication and hard work, he broke the Guinness World Record for memorizing the order of 59 decks of cards, an accomplishment that showcased his exceptional memory skills and brought him a lot of publicity and recognition. However, he realized memorization alone was not enough to guarantee success. He needed to find ways to leverage his memory skills to create opportunities for himself.

His time as ‘the memory guy’ gave him access to several media outlets, including appearances on The Today Show and features in The New York Times. Leveraging this exposure, Dave began to pivot the narrative from a personal focus to a broader mission—promoting effective learning strategies to enhance memory and combat memory loss. Through this approach, he aims to provide valuable solutions that can benefit others.

Human beings are naturally good at remembering people’s faces. However, we’re not as good at connecting those faces to names. Throughout his career, Dave has used memorization to teach people to improve their memory. Specifically, one of the main techniques he uses is the Costume Party Technique, where people associate the name with a costume and imagine the person wearing it. Creating visual associations with names can be a powerful tool in improving memory retention.

By creating these visual associations with something we want to remember, we engage different parts of our brain and make the information more memorable. This technique can be applied to various aspects of life, not just remembering names.

When it comes to greater amounts of information, like remembering key points from a meeting, Dave looks at it as organizing information rather than just remembering it.

Much like creating a grocery list before shopping, one can utilize the “method of location” to construct a mental map. This technique involves associating each piece of information with specific objects or items within a familiar space—like an office or a room—, making it easier to remember and access important details.

Organizing information can help us avoid confusion and errors that may arise from simply memorizing without a clear structure. Moreover, understanding context is equally important to effective memorization. Learning out of context can hinder progress significantly. By combining organization and purpose-driven learning, you can become a super learner and collect skills like others collect stamps.

When pitching clients for a big opportunity like appearing on ABC, Dave and his team try to choose words that help visualize the experience. For instance, they’ll try to get the producer to picture that client in their studio. This is a powerful technique that taps into the brain's ability to believe what it sees. In this sense, using visual language and asking questions can help potential clients imagine themselves in a specific scenario, increasing the chances of closing a sale.

To take this experience to sales, focus on what the client is looking for rather than just presenting the problem. If you can articulate this the fastest, then you’ll get the biggest response. Incorporating questions enhances the visualization process when done correctly, prompting the client to imagine themselves in a specific scenario or consider their past experiences. This approach is particularly effective on websites or marketing materials, where asking questions like "Do you want X" or "Do you think this is X" prompts visitors to visualize themselves using the product or service being offered.

Even someone like Dave, renowned for his exceptional memorization skills, dedicates time each morning to hone his abilities. Drawing from his past experiences with Buddhist practices, he incorporates meditation into his routine, visualizing his goals and aspirations for the day ahead.

This method of visualization serves as a powerful way to concentrate on your desired outcomes and maintain motivation in your pursuits. Dave envisions himself as already successful, effectively training his brain to identify innovative strategies for achieving his objectives and overcoming challenges.

For aspiring entrepreneurs, he recommends reframing their mindset. Rather than perceiving their venture as something they are merely starting, which can evoke feelings of overwhelm about the journey ahead, they should visualize themselves as having already succeeded. This shift in perspective prompts the brain to generate actionable ideas and solutions, ultimately serving as a crucial catalyst for progress.

Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training

Are you considering narrowing your focus in the near future, or do you prefer to retain the flexibility to take advantage of growth opportunities in specific sectors? Our featured guest established a PR agency by recognizing the potential to connect forward-thinking companies with journalists. In the current uncertain economic climate, she opts for diversification and maintains the agility of her agency to capitalize on the expansion of emerging sectors. Gain insights into her journey of building a PR agency that harnesses technology to enhance brand visibility, her pivotal moments in realizing the agency's success, her strategies for solidifying its growth, and the ongoing learning curve inherent in the agency's evolution.

Amy Jackson is the founder of TaleSplash, a PR agency focused on effectively helping startups and emerging brands. She shares her journey from working in corporate PR to starting her own agency, discusses the role of the media in times of change, and explains how the agency is using AI to efficiently connect journalists with relevant sources and products.

In this episode, we’ll discuss:

• The power of versatility and adapting to economic shifts.

• Getting beyond the $ million mark.

• Why growing an agency is a continued learning experience.

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After a decade in the corporate world and navigating the challenges of the pandemic, Amy recognized the pivotal role of media in shaping people's understanding of the world. This realization sparked her vision of bridging innovative companies with journalists to promote their products. Serving as a matchmaker between clients and journalists, she has steadily expanded her agency, empowering founders to elevate their brand awareness and position themselves as valuable resources for journalists.

So far, her agency journey has been one of discovery. As much as one can prepare themselves, speak with other owners, and read about the experience, you won’t really know until you jump in and start your journey. Her first year with the agency was about building and creating. After that, each year has brought on new challenges as they grow, like staffing and learning to run the business profitably.

Overall, she always keeps in mind what clients want from her agency, which is coverage at big outlets, speak at conferences, and have people pay attention to what they represent as thought leaders to bring in more customers, investors, and have more credibility. This commitment to meeting client expectations is vital in the face of intense competition, ensuring the agency's ongoing relevance in the industry.

Amy first felt the momentum of her agency when she began enlisting the support of experienced individuals, enabling her to deliver top-notch services to her clients. She surrounds herself with people who have decades of experience. As a result, has been able to offer a diverse range of services and support to her clients, ultimately leading to their success.

Her team has helped multiple clients be recognized by the White House, brought into Senate hearings, and be a part of important conversations in the media. This level of support and expertise has added immense value to her clients and set her agency apart from others in the industry. All this is possible thanks to the team of experts she assembled.

Amy cites the current economy as a key factor in why she hasn’t niched down her services. Amy’s agency needs to remain fluid during tough times while certain niches have their moment. Versatility makes it easier to focus on some key industries like AI, climate solutions, lifestyle brands, and health tech.

By diversifying, Amy can capitalize on growth opportunities in various sectors and mitigate risks associated with focusing solely on one industry while allowing her agency to adapt to changing economic conditions and industry trends, ensuring long-term sustainability and success.

Up to this point, Amy has relied on personal networking to drive her business. She has explored various marketing channels such as lead generation, attending events and conferences to connect with other industry professionals, and has also received some referrals. However, the majority of her agency’s growth has been attributed to meeting people at events.

Typically, this approach can only take a business so far, usually up to the $2 million mark, before hitting a ceiling. This is because the potential to meet new prospects at events is limited. To surpass this point, it is essential to establish alternative channels for business growth. These channels are:

• Inbound: This includes social media, podcasts, blogs, website, and ads as ways for the clients to find you and get to know you and your services before reaching out and becoming customers.

• Outbound: Building an effective sales team with a clear target and a deep understanding of the ideal customer profile to actively pursue leads.

• Strategic partnerships: A key component in any agency’s growth strategy. In her case, forming alliances with other businesses has helped her expand her agency’s reach, access new clients, and tap into new markets. Strategic partnerships also provide opportunities for collaboration, knowledge sharing, and mutual support, ultimately enhancing the agency's capabilities and competitiveness in the industry.

In the world of PR, if you come from a traditional PR education and agency background, you won’t have any notion of sales and financial infrastructure. In Amy’s case, it’s something she’s had to learn on the fly as an entrepreneur and a focus of hers as her agency continues to grow.

The agency experience is all about continuous learning and overcoming challenges. As Guy Kawasaki explained in a past episode, looking back at his career he likes to break life up into thirds - grit, growth, and grace. This concept emphasizes the idea that learning is a lifelong process that involves embracing challenges, seeking growth opportunities, and remaining humble and open to new experiences and knowledge.

Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

Are you looking to connect with decision-makers in big brands? Do you want to land bigger, high-value clients? Big brands realize there's a good match with boutique agencies that provide a fresh and innovative approach. So how can your agency unlock inbound marketing strategies and get noticed by big brands? One agency has worked with household names like Disney and Shopify. He explains why he strongly believes in the value of forming and nurturing strong relationships with people rather than brands, and how betting on someone’s growth can help you land big clients and take your agency to the next level.

David Mausolf is the owner of Apex Growth, an agency focused on helping big brands that aren't fully staffed or are uncertain about their growth strategy crush their financial forecasts. David’s team becomes seamlessly integrated with partners and provides clients with the tools and training they need to grow.

In this episode, we’ll discuss:

• Nurturing relationships before selling services.
• Starting conversations with big brands.
• Earning the attention of ideal prospects with targeted content.

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Attract Masterclass: Today's episode of the Smart Agency Masterclass is sponsored by the Attract Masterclass, a free masterclass series where you'll learn how to create a magnetic agency, become an authority in your niche, and master the art of client attraction. Make sure to check it out at AgencyMastery360.com/attract.

Years ago, David and his partner were working full-time jobs while trying to grow their agency on the side. However, it wasn’t sustainable and in 2020 they decided to make the jump to focus on scaling the agency full-time. In just three years they’ve grown to have 25 employees and over one million in revenue.

How did they do it? David believes it all started with relationship-based selling. Most agency owners approach their relationship with clients from a service-based standpoint, where the focus is on what they’re selling – whether ads, SEO, CRO, etc. Instead, his agency's model revolves around cultivating meaningful relationships with clients to uncover their unique needs. Then they craft tailored solutions that speak directly to the clients' needs.

Depending on their needs, David’s team helps companies hire new team members or executives. The relationship may also start directly with the specialist searching for new job opportunities. By strategically connecting specialists with target companies, they foster meaningful relationships that organically develop into sales opportunities with large enterprises. This strategy helps them stand out from the competition who are just selling services.

David understands the opportunity to work with a big company may come every 1-3 years. In the meantime, he works on planting the seeds to first build and nurture a relationship with that company. It’s a very different model than trying to sell to a mid-size company or startup, which can be much more transactional. When you’re trying to work with a brand like Facebook, that relationship must be pre-established so they feel they know you on a personal level.

Start by supporting them in a way that’s not transactional. Keep in mind you’re selling to people, not brands. David’s team focuses on building valuable relationships with executives knowing they will move on to work at other companies and bring the relationship with them. Someone currently working at a small startup might end up working at a big international company in a few years. The relationship-based model focuses on the individuals as their career progresses.

For instance, David’s team may even make introductions for one of these individuals looking for a new job. The agency doesn’t gain anything from that, but it’s part of establishing trust and making a bet on someone who is likely to be a valuable contact at a big brand someday. It’s definitely a long-game strategy. Eventually, when this person needs your agency's services in their new company, your agency is one of the first they reach out to.

Relationship-building is a strategy that has worked wonders for David’s team. However, if you want to get your foot in the door right now then it’s all about getting attention with great content.

Ask yourself what type of content would be relevant for someone in your niche/ industry. David focuses on LinkedIn content by posting about the type of problems his ideal clients usually face. Then he might also run ads to target that specific audience. It’s a way to create a passive relationship before ever talking. In fact, he prefers using ads over sending direct messages, which can feel invasive and repetitive. Many times, after consuming his content for a few months, clients come to them.

Keep in mind you might not get concrete data that your content is being seen by the right prospects. As David explains, executives and decision-makers are very busy and don’t necessarily comment and engage with your content. This doesn’t mean they’re not paying attention. Many times an executive will tell David during their first meeting that they’ve been following him for months.

Is LinkedIn the best place to find these decision-makers? Yes, you are more likely to find that audience there. However, David and his team are starting to organize round tables and invite people from the industries they’re targeting. They also participate in private Slack work groups where they get to meet ideal prospects and bring their expertise. Their goal in these forums is to present themselves as a resource that can help with specific issues. It’s not a place for selling, it's more about establishing authority and gaining trust.

How often to post? Most don't have meaningful and insightful advice to offer by posting daily. David’s team focuses on quality over quantity, which means posting about 3-6 times in a two-week period. There’s no need to post daily - people don’t need to see you every single day. David's agency has a formula focusing 20% of its content on personal stories and 80% on industry-relevant content. This too, establishes authority in the industry and followers begin feeling like they know you on a personal level. Finally, they also mostly focus on written form, which gets them better results than video.

If you want to be around amazing agency owners who can see what you may not be able to see and help you grow your agency, go to Agency Mastery 360.  Our agency growth program enables you to take a 360-degree view of your agency and gain mastery of the 3 pillar systems (attract, convert, scale) so you can create predictability, wealth, and freedom.

Do you sometimes doubt your ability as an agency owner? Are you constantly comparing yourself and feeling like you have imposter syndrome? Setbacks make every agency owner nervous about their ability to push through. Today’s guest has been successfully running an agency in an unconventional niche for years. They have experienced their share of setbacks and she was forced to come to terms with the fact that hard times shape her business as much as successes. Our guest shares how she learned to separate her identity from her role as agency owner and the importance of looking for outside support. As a result, she’s become much a more effective leader.

Kate Ahl is the owner of Simple Pin Media, a Pinterest marketing agency focused on both organic and ad marketing. They help clients create a multi-layered approach to marketing their products or content on Pinterest. After seeing steady growth for a couple of years, her agency was recently hit by setbacks that shook her confidence.

In this episode, we'll discuss:

• Second-guessing yourself as agency owner.
• Not letting the agency define you.
• Regaining the focus to get through the tough times.

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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.

In 2010, Kate got her first taste of the digital marketing world by helping a friend who did Facebook marketing for freelance clients. They also dabbled in Pinterest and the potential for this overlooked platform.

Three years later, Kate’s family was hit by the reality of post-recession when her husband lost his job. By then, her friend had learned more about Pinterest and suggested she manage people’s profiles. “It sounded like the dumbest idea,” she recalls, but since she was in a desperate situation, she gave it a try. She bought the Simple Pin Media domain, went through some content creator struggles, and got to work.

Right around that time, Facebook changed its algorithm and businesses were scrambling to find other alternatives. It was the perfect opportunity to give Pinterest a try. After three or four months, her first clients started spreading the word about her work as a Pinterest educator.

Still, the agency remained a side hustle for a while until a referral got her five inquiries at the same time. That was the turning point. Kate hired a business coach and from that point treated the agency as a serious business.

Revenue was a particularly tricky goal to set for Kate because of its variable nature. However, as the agency and team started to grow, the million-dollar mark seemed achievable. They did reach that milestone in 2019 and then continued to grow in 2020 and 2021.

Unfortunately, she got hit later by the pandemic and in 2022 started seeing a decrease in revenue after several years of growth. Kate used to think the 7-figure mark was the dream for her agency. In reality, it is just another vanity metric like the number of employees.

In fact, getting past the 7-figure mark came with a sudden awareness of the level of responsibility she had to employees and as the breadwinner. She started to question how clients were getting into their ecosystem and how sustainable it all was. She was suddenly very aware of how improbable it was to get over both a pandemic and a recession unscathed.

The weight of being responsible for a large team – mostly made of working moms – really got to Kate. Suddenly, scaling back to a solopreneur or having a smaller team started to look very appealing. In reality, she can see she was self-sabotaging. Her coach brought this to her attention and helped her see the need to separate her identity from her agency.

Being an agency owner can’t become your entire identity. At some point, you will exit the business. If you’re too attached to the role as owner and see the agency as your baby, you’ll never be able to delegate. Some people feel selling their business is the equivalent of selling your soul. Instead, if you see yourself as being “entrepreneurial” and not just an entrepreneur, you’ll be able to take that to whatever you take on next.

Agency owners don’t realize how much their identities become entrenched in the business. It makes sense, you put everything into your agency. Many owners believe they won't be the type to be too engrossed however, one day they wake up to the realization that's exactly what happened. And it happened to Kate, who admits she thought she’d be the exception to the rule.

At one point, she even thought of selling the agency instead of turning to layoffs to stay afloat. She needed to take a step back and realize everyone would lose if she gave. She needed to step up and make hard decisions.

In order to get through a difficult time, Kate reflected on what had worked before. When they were growing back in 2019, what was the team structure? What were the lessons learned? She now had the added advantage of more experience to help her be a better leader.

It’s easy to become resentful as growth declines but it’s also useless. Instead, Kate chose to get back to the basics and really understand her clients. By doing that, she opened the doors to be more profitable than before. Trusting herself as the leader of the agency was very important for their overall success. In hindsight, she got distracted by what she saw in the marketing space, which led to self-doubt. To get back on track, she stopped focusing on what others were doing and focused on results.

Going back to the basics with your agency means going back to the vision you set in the beginning. It maytake a couple of years, but creating the agency vision provides a timeline for your agency’s growth. Sharing your vision helps elevate your team to believe in it and empowers them to start making decisions without you.

Kate is very proud of having a team very tuned in to her agency vision. They’ve gotten through the most recent setback thanks to the vision. However, getting too deep into implementation modeduring crisis makes it so the team isn’t flexing the idea muscle as much as they should.

Kate’s team had been grinding so much that they hadn’t given themselves the opportunity to get creative. Is that in contradiction to a business going through a setback? Tough times are always an opportunity to look at things in a new way. It can be a chance to think differently.

Give your team an opportunity to think of fun ways to stand out and serve clients. Ultimately, your agency will benefit from having a team that allows themselves to think bigger and dream bigger.

If you want to be around amazing agency owners that can see what you may not be able to see and help you grow your agency, go to Agency Mastery 360.  Our agency growth program enables you to take a 360-degree view of your agency and gain mastery of the 3 pillar systems (attract, convert, scale) so you can create predictability, wealth, and freedom.

Every digital agency struggles with some of the most common sales objections. I'm here to tell you how to turn those around and convert more prospects into clients, faster and easier.

Have you ever felt your agency’s proposal knocked it out of the park only to have the prospect put you off? It happens to all of us. You put your energy and effort into a stellar proposal only to receive a lackluster response like “Let me talk to my partner”, “let me see if we have the money”, or my personal favorite “Send me more information”.

Are these responses just to put you off or simply objections that can be flipped into a more favorable response? In this video, I go through some of the most common objections and how you can actually respond and determine if they can be flipped so you can train your team to handle objections effectively and close more business.

The best marketing salespeople answer questions before they’re asked. How to do this? By being transparent and sharing their exact process to build trust. Of course, questions and objections will still be raised, but if you answer 90% of the unasked questions then your salesperson can come in with that extra 10% and bring it to the finish line.

I firmly believe there are no bad agency CLIENTS, only bad PROSPECTS or bad PROCESS. So how do you know if your prospect has a true objection or is just wasting your time? There are some steps you can follow to get to the bottom of this faster and turn more of those NO's into YES!

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If you give your pitch and the prospect's reaction is that they still want more information, this can mean one of two things, either something’s missing or you’re just getting a nice put-off. It can be difficult to determine which one it is, which is why I recommend asking these three simple questions: What, When, and Why.

• ‘What information would you like me to send you?’ This will help you determine what’s missing from your proposal and what else they need to know before saying yes.
• ‘When would you like me to send you this information?’ You want to follow up with the right information at the right time to increase your chances of working together.
• ‘Why do you need this additional information?’ This way you can understand more about the specific goals the prospect is trying to achieve. Moreover, it may also reveal whether you’re speaking to the right decision-maker or not. Perhaps they need more information to pass along to their boss or business partner. In that case, you need to get in front of the right person to answer their questions accurately.

If someone is blowing you off, they won’t have good answers to these questions. On the other hand, a good prospect who is genuinely interested in working with your agency will have very specific information they’re requesting, a timeline, and a reason.

Pro Tip: If it turns out it is a good prospect who just needs more information, then yes, commit to sending the information but also make sure to schedule the next meeting right then and there. That’s how you’re going to close the deal and stop wasting time on the wrong prospects.

You spend lots of time on the prospect only to hear ‘Let me think about it”. It’s frustrating and unfortunately very common. Luckily, there’s an easy solution that just needs a couple of upfront questions.

If it’s a legitimate objection, then you can prevent issues by gathering more information. When I hear ‘Let me think about it’ it’s usually due to one of three reasons:

1. The prospect remains unclear about the plan. You may be using jargon that makes it confusing to the client when you should actually be talking to them about stuff they know.
2. The prospect is unclear about the results. Remember you’re not selling your agency services to your prospect, you’re selling them results. Do they understand how your solution will ease their pain and solve their issues? Have you established trust and authority in order to build their confidence in your ability to deliver?
3. Your agency isn’t clear on one or more elements of the NBAT criteria. The NBAT criteria (Need, Budget, Authority, and Timeline) is the best way to qualify your prospect so you don’t have to waste time with the wrong ones.

So as you prepare for your next business pitch, instead of dreading one of these lines, approach the pitch more proactively. Make sure you’re clearly defining the plan and results and that prospects have a full understanding of the NBAT. Once you have that covered, you’ll dramatically reduce and even eliminate this objection.

The first impression can be everlasting, whether it’s good, bad, or indifferent. Unfortunately, many times you can be held accountable for negative impressions left by an awful experience with a bad agency. This experience can become an objection because the prospect doesn’t fully understand what separates your agency from the rest.

There’s nothing you can do with regard to that past bad experience. It happened and was probably the result of bad communication when it came to expectations and results, strategy, or just a clash of personalities. What you CAN do is educate the prospect that those types of bad experiences aren’t the norm. How can you turn it around? Educate them on the plan. Explain exactly how you’re planning to achieve their goals and ease their pain points.

There’s an inherent uneasiness when people don’t know what to expect. However, having a clear plan in place will help your prospect feel more confident and assured. Inform them about the systems and processes. Establish clear communication on what you do and how you do it.

You need to know and understand what’s the issue they’re having, what’s the impact that issue is having on their business, and what’s the level of importance or consequence if they don’t address the issue? When the right prospects are properly educated on the process, they’ll choose to work with you. However, it requires work to build that relationship.

What if the prospect isn’t asking you for more information and instead they want references? Does it hurt or help to use past clients as references for new ones?

The request for references goes back to the presence of doubt in the prospect’s mind. There’s something they’re still uncertain about when it comes to working with you. Bottom line, this means there’s a hole in your sales process. It’s possible that somewhere in the sales process you failed to gain their trust fully.

Frankly, giving them a reference will actually hurt your agency. Here’s why, you respect your client’s time. If you have a prospect call up a client now they’re spending their time helping sell you instead of working on their business.

A lot of prospects will have questions about your specific strategies, which are your intellectual property. Not knowing any better, your clients might start giving away your secret sauce for free. So when a prospect asks for a reference, counter by asking more questions: What’s missing for them? What are they unsure about?

Instead of letting a reference or testimonial talk them into or out of working with you, try to answer all their concerns. Finally, tell them you want to share a case story or two instead of a reference. Case stories can often accomplish the same trust-building as a reference without monopolizing your client’s time and putting your IP at risk. If after this, they still want a reference, you can do this as a last resort and make sure you have a trusted client or two that previously agreed to be contacted.

After easing the prospect’s mind, answering all their questions, and offering all the information, you may find some clients will want to haggle over price. They’ll say something like they got a cheaper quote from a different agency. It may be a case of an uninformed prospect who just needs a little bit more formation or a sign this is a bad prospect who’s just not a good fit with your agency.

Is it really a price issue or are they undervaluing the solution that you’ll be providing? Oftentimes, prospects aren’t fully educated on the value. So how to combat common price objections? Cheaper does not mean equal. Go back to Issue, Impact, and Importance. Is the lower-cost option really meeting the prospect’s objections? Ask them why the other agency’s quote is so cheap and let them think through the cost vs. quality difference. Often the cheaper option will mean more work for the client and, don’t forget, time is money.

Sometimes prospects only see dollar signs and forget to really scrutinize what they’re getting. When you initiate conversations like these it helps them second-guess their gut reaction of going with the cheapest option.

Related: https://jasonswenk.com/top-5-agency-sales-objections/

FREE COURSE: Discover the 4-system process to CONVERTING more agency clients at https://www.agencymastery360.com/convert In our videos series, we'll break down the steps you need to charge what you're worth, overcome common sales objections, and unlock up to 20X more revenue from existing clients.

Have you thought about expanding into a new industry? Ever wonder about buying another agency for their expertise and book of business? Even for an established agency, it can be difficult to break into a new space. However, a strategic agency acquisition can save a lot of time and effort. Today's guest found an agency acquisition was the ideal way to break into another niche. In this conversation, he shares some of what he learned from his agency acquisition and some lessons learned along the way.

David Hernandez is the cofounder of Lotus 823, an integrated communications and digital market agency. This boutique agency works with some of the most recognizable and innovative brands in consumer tech and lifestyle offering to build engaging partnerships that feel like a natural extension of clients’ companies.

Historically, his agency had mostly served clients in the tech space. However, they recently expanded to the home and lifestyle industry after purchasing an agency with years of expertise and reputation in that space. Thinking back to the acquisition process, he talks about how he made the decision, the lessons learned, and the valuable partner they gained as a result.

In this episode, we’ll discuss:

• Using a strategic acquisition to break into a new industry.
• Lessons from acquiring an agency.
• How to run a people-first agency.

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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.

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 getting a new perspective on the show.

The idea for David’s agency was born 12 years ago while he and his wife pondered the possibilities for social media. Back then, people were still trying to figure out Facebook and they could see consumers would use it to communicate with each other and brands. It would never again be just top-down marketing. That was their inspiration for building an integrated agency that focuses on public relations, communications, and digital marketing. From the start, they had the vision of being a true partner to their client’s business goals.

Like most agencies, in the first couple of years, they focused on trying to get off the ground. They had a logo, a website, no case studies, and basically just their word and prior experience to attract clients. Because of this, their first clients were innovative startup brands in the tech space who took a risk on them. They worked to get their clients' media placements and third-party credibility through media reviews and spotlights.

That was the start and they built on that even when it took extra hours and was not profitable. Eventually, they had a body of work they could use to go for bigger brands.

Several years ago, David and his partner acquired an agency specialized in the home space. They saw the growing push of the tech space into homes/lifestyles and wanted to access new opportunities to expand into a new industry.

Initially, David and Rachel (the owner of the agency he eventually acquired) met working on opposite sides of a client. While Rachel was handling the public relations side, David and his team handled social media marketing. They quickly hit it off and realized both agencies meshed really well, culturally. The idea for the acquisition grew organically and seemed like a great move for Lotus 823. Additionally, it offered the advantage of having a true expert at the helm of that initiative.

Of course, the acquisition process came with its own challenges and frustrations past the honeymoon phase. Bringing together different cultures has its challenges, even if they’re a good fit. In the end, it was a great way to accelerate access to the home/lifestyle space as opposed to them breaking down that door by themselves.

If he could do it all over again, David would try to understand the other agency’s processes, instead of just focusing on their results. His team didn’t realize how different their process was from what they were used to. It differed in the way both agencies measured profitability and results. There was no ill intent in it; it was just a series of details the team glossed over that led to complications later on.

It was definitely a learning process and in hindsight, David says he should have understood how the agency works from onboarding to execution. It’s the only way to know what you’re acquiring in terms of revenue vs. profitability and whether or not both teams can mesh seamlessly.

The agency they acquired was a boutique so it was more about acquiring their book of business as well as Rachel’s expertise in the space. From the beginning, they laid out the plans for her involvement and future exit. He worried the acquisition would spook clients not on long-term contracts. However, in a sense, it made it a simpler acquisition. The challenges came later on when it was time to figure out how to incorporate the acquired agency into his agency's processes.

There’s usually some level of education needed for clients when it comes to understanding PR work. There are two big misconceptions most clients have:

1. PR brings in sales. That’s not what PR is for. There are many other tools that can help with sales. But PR is first and foremost the best tool to create credibility and visibility for a brand. Typically, once Lotus823 gets clients on a couple of media outlets their views go up, sometimes to billions of impressions. That type of visibility helps a brand create awareness, which creates a different conversation with potential consumers who now have an emotional connection with the brand.
2. Big publications are the best PR. Clients think pubs like the New York Times or the Wall Street Journal are the key to unlocking PR. However, this doesn't necessarily move the needle for every brand. It depends on their audience. Everybody wants the legitimacy of being in the New York Times. However, maybe an influencer program or tech outlet is a better fit for certain brands. When they build an influencer program, they typically look for relevancy. It’s not about the numbers. Sometimes a client will specifically want to work with celebrities. David’s team will redirect them to what actually works, which is working with creators with strong, engaged communities and a great reputation.

David runs a hybrid agency that offers the option of coming to the office. It’s important to him to offer flexible schedules to show they respect the team’s personal lives. The goal is to allow employees to build their work schedule into their personal life and really be present when it’s time to work.

When it comes to his agency’s culture, David strives to run a people-first agency where employees feel like their mental health is taken into account. Providing a work environment that allows for a balanced life helps you find and keep great talent.

According to David, if you find yourself managing a person too tightly, you’ve made the wrong hire. It’s a mistake that leads to mediocre output. You get transformative work when you have people you trust and who are happy working with each other.

If you want to be around amazing agency owners that can see what you may not be able to see and help you grow your agency, go to Agency Mastery 360.  Our agency growth program enables you to take a 360-degree view of your agency and gain mastery of the 3 pillar systems (attract, convert, scale) so you can create predictability, wealth, and freedom.

Are you struggling with low agency profit margins?  Are you tired of not winning the engagements you want and deserve? Did you know there’s an art to pricing in order to unlock 20X more revenue? That's 20X more than you are making right now!

When it comes to pricing, there are two common problems I see many agencies struggling with:

1. Low profit margins.
2. Not winning the engagements they should be.

Back in the day, I wanted to win high-profit engagements. I wanted the retainer clients because of the predictable income. I knew the combination of higher margins and predictable business would yield a healthy business and steady cash flow. But why is it so hard to accomplish? In my experience, it goes back to your approach.

If you have a hard time landing the business you want it’s probably because you’re making it a difficult decision for the buyer. How? You’re selling the wrong thing first. Pitching a big project or long-term contract from the get-go is like proposing marriage on the first date. It’s a HUGE COMMITMENT to ask when you haven’t proved your worth yet. So the issue here is you haven’t created the perfect offer.

Mastermind member, Chris used to deal with this very issue. He owns an SEO agency and was charging $5,000 a month in month-to-month contracts. This was hindering his growth because clients normally stay with the agency for about 6 months, meaning they're worth just $30,000.

There were three things we needed to do in this scenario:

• Make it an easier decision for the potential client.
• Raise his pricing.
• Transition to a long-term contract.

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In order to 20X revenue, you need to have a plan. That starts with developing a foot-in-the-door offer, which is a small, low-cost offer that demonstrates your value as an agency. This type of offer should be low-commitment and a very easy 'yes'... an offer they can't refuse :)  How can you benefit from having a foot-in-the-door offer? Well, clients who buy this offer are 20 times more likely to give you more money down the line. Overall, people are more likely to buy from you once they already know, like, and trust you.

It’s natural that you want to sell your core service first -- that’s your money maker! However, it’s a huge commitment for your prospect, and therefore a harder decision to make. YOU know your agency is awesome but they still have concerns and questions. It’s not a clear decision... yet. The solution here is to ease into a paid relationship first with a foot-in-the-door offer that highlights your expertise.

A lot of folks tend to over-complicate their foot-in-the-door offer so I created a tool to help agency owners develop your offer. Just go to agencymastery360.com/convert and download this free resource call the Foot in the Door Decider.

The next step we did for Chris was to create an offer ladder, beginning with a foot-in-the-door. Start by asking yourself “What are you doing for free now that you could charge a small amount for?”

In Chris's case, he was spending around two and a half hours with each prospect giving them free strategy and advice. Instead, he switched to offering a one-hour paid strategy session where he could help them create an SEO Blueprint. They would go over some of their biggest challenges and highlight ways to solve them quickly. At the end of this session, the prospects who wanted help implementing this blueprint could sign on as clients.

The next step in an offering ladder is a short-term project. Here you’ll be solving one of the issues you highlighted in the foot-in-the-door. This small project entails a slightly more significant financial commitment for the client. For instance, in Chris’ case, he offered a 3-month project for $15,000. This gives the agency 90 days to deliver results.

What do you think happens after your agency starts showing results? The client starts to trust you more and more. Suddenly, the decision to commit to a long-term relationship doesn’t seem so difficult.  Also, this short-term project also gives your team time to get acclimated to working with this client, and them working with you. Chances are it goes really well and a long term longer-term relationship is beneficial but in the off chance they're a nightmare client you're only stuck with them for 3 months!

As the window starts to close on the short-term project and you know you want to continue working with the client, that is when you can propose a year-long retainer. For Chris, it was also an excellent opportunity to raise his prices and change that year-long retainer from $5,000 a month to $9,000 a month.

So ask yourself what is your value proposition? What kind of front-end, middle, and back-end offers do you have to entice your clients? The answer to these questions will help you create an offering ladder and a perfect offer.

I get a lot of questions about the foot-in-the-door offer. Most agencies, make the jump to start charging for something they used to do for free and tend to put gasoline on it. They create something so complicated that they confuse and overwhelm their prospects.

Just remember, you don’t have to teach them anything in the initial call. Just help them identify problems and prescribe the solution they need.

1. Build rapport.
Work with what you got. If you see a picture of a golf course behind them, chat about golf briefly.

2. Lay out the agenda.
Let them know you have a framework you use to make sure you cover all the basis in these conversations. This will position you as an authority and keep you on track.

3. Identify why now.
Ask them “What made you reach out and why is it important now?” and check to know if they’re okay with the agenda.

4. Current situation.
Where are they now with revenue, marketing, and profits? You restate it to them like this: “From what you're telling me, I understand that you want this to happen. Currently, this is what's happened, you've tried this and then that happened. Is that right? Anything else I need to be aware of?”

5. Talk about the roadblocks.
Let them know you want to know their roadblocks by making a list of everything standing in their way.

6. Restate the value.
Go back to what you’ve discussed to make sure you have the full picture. “So let me get this right, you really want X but Y is in the way and costing you XYZ. Does that sound right?”

7. Prescription or solution.
Present your assessment according to what you’ve been told. “So based on what you’ve told me, it sounds like you need [your solution] in order to get [X benefit]”.

8. The promise.
This is where you start talking about what you do. Go through how your agency helps clients and the benefits your team gets for them.

9. Logistics.
This is where you can go more into detail on your prescribed solution. Go through the specifics of how it would actually work. You’d be surprised at how much educating your prospects on the process can help you win the deal.

10. The price.
Now that you’ve helped them determine where they want to go, where they are now, and the impact on their business, they’ll be more open to paying much more than prior to you walking them through the framework.

FREE COURSE: Discover the 4-system process to CONVERTING more agency clients at https://www.agencymastery360.com/convert In our videos series, we'll break down the steps you need to charge what you're worth, overcome common sales objections, and unlock up to 20X more revenue from existing clients.

Are you resisting the advice to niche down and become a specialist? Do you think niching down means losing opportunities and turning down clients? It's normal to fear a change like this but when you understand your ideal audience, you can't lose. Your ideal prospects will notice that you speak their language and understand their challenges. That leads to building trust and authority as well as a pipeline full of prospects. For one agency, everything changed once they realized they already had tons of success in an uncommon niche. It took time but this agency doubled revenue when they went all in.

James Kaye is the co-founder of Big Games Machine, a video games PR agency with unique experience in delivering consumer and B2B PR campaigns for clients worldwide. Although it has tons of experience in the gaming industry, James’ agency wasn’t always marketed to that niche. The decision to speak to its ideal audience changed everything for its business. He discusses how this small change helped them double their revenue.

In this episode, we’ll discuss:

• Doubling their revenue by positioning themselves as a specialist agency.
• Struggling to fill his agency’s pipeline.
• Why choosing a niche doesn’t mean you’ll turn down all other clients.

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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.

Like many, James and his business partner are accidental agency owners. They had both worked at different agencies before reuniting to create Big Games Machine. They started as just two consultants working from their kitchen tables on different sides of the country. Growth was slow, but it snowballed into an agency little by little as they started to take people on.

Overall, just learning to run an agency was a bumpy road that led to many failures before starting to see the successes. Now even after nine years of growing the agency, he's still learning and making mistakes. For instance, new business remains a constant problem that he's still figuring out. On the other hand, one of the most valuable lessons for him has been the importance of finding the support of a coach to guide you and trusting his agency could grow in a specialty niche.

Many agency owners struggle to build a pipeline after growing on referrals in the beginning, which is not scalable. This is actually still a struggle but James has learned his pipeline is his lifeblood so he’s always willing to try something new.

In terms of the work they do at the agency, they divided it into two segments:

• Consumer, where there’s a lot of competition with many agencies doing consumer PR,
• B2B, where they’d really found their footing.

At his agency, they work in video games PR, which is a pretty small niche. Luckily, they are pretty good with SEO, which has become a big part of their inbound marketing strategy. The problem James has found, however, is that as a unique specialist, it becomes very difficult for a third party to represent you eloquently and passionately.

Over the years, he’s tried pretty much everything in terms of building the pipeline. He partnered with a LinkedIn agency to give cold emails a try and found this did not work for his agency. Of course, some things take 6-12 months to start showing results. Looking back, he thinks they were too generalist in their inbound marketing approach.

There are a lot of options out there for agencies trying to accelerate their growth; it might seem like you're simultaneously drowning in options and starving for good ones. Loads of bad options are out there and it’s up to agency owners to decipher which ones are legit.

James found a good fit and started integrating systems for agency growth. One of the most impactful was making the decision to become a specialist.

Up to that point, his agency was called Big Ideas Machine and was more of a general Tech PR agency. They served B2B and consumer customers but hadn’t managed to book a consumer client. The feedback they were getting was that the agency didn’t look enough like a games agency. He decided to create a different brand called Big Games Machine hoping to attract consumer clients on the gaming side.

In James’ experience, it was a big mess trying to run two brands and two websites at the same time. It came to the point where he and his partner sat down to consider their choices. They had 25 years of experience in the game industry and that was their area of expertise. In fact, looking at their B2B clients, they were all in the games industry. They had resisted the idea to niche down even though they were getting no traction as a generalist agency. That was the lightbulb moment.

The big shift came when they finally decided to get rid of Big Ideas Machine and consolidate Big Games Machine as their main brand. By doubling down on that niche they occupy a very unique space. No one else does B2B in the gaming industry quite like they do.

Now that they do B2B and consumer work for the games industry, people quickly understand what problems they solve. With this change, James understood it’s not only about picking a niche but also about how you position yourself in the market.

Additionally, he recently hired a new head of new business marketing with experience and contacts in the gaming industry that has been getting very good quality leads for the agency.

When pushing to remain a generalist agency, it was because James was thinking about the business they would lose as specialists. What if a client from another industry approached them? Would they have to turn them away?

One of the biggest mistakes people make when they’re choosing a niche is thinking they’ll need to say no to other clients. The idea is that you’re only marketing to ideal clients in a niche, but can still take on projects outside the niche.

James best advice to fill your pipeline is to play the long game and go all in on content. He feels this is the best way to gain your prospects’ trust, which you’ll do by solving a problem for them. How can you do that? Start by creating amazing content, whether it's a podcast, blog post, or newsletter. It’ll be the best thing you can do for your agency.

If you want to be around amazing agency owners that can see what you may not be able to see and help you grow your agency, go to Agency Mastery 360.  Our agency growth program enables you to take a 360-degree view of your agency and gain mastery of the 3 pillar systems (attract, convert, scale) so you can create predictability, wealth, and freedom.

Are you tired of being the only one in your agency responsible for closing deals? Would you like to build a top-notch agency sales team to land the deals you’ve always wanted? In this episode, you'll learn how to find the right salesperson, build a sales team, train, manage, and compensate them so the owner is no longer the one responsible for agency sales.

It all starts with:

• Understanding your ideal client.
• Finding and training the right salespeople.
• Creating a sales process that works for the sales team.

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Being an agency owner can feel like being on a rollercoaster ride. One moment you have a full pipeline and the next it is as dry as the desert. I remember focusing all my attention on sales to get new business and then having to switch my focus to delivery. As soon as I was focused on delivery I noticed sales suffered. In hindsight, I think I was self-sabotaging sales because we just couldn’t deliver as fast as I was selling the services.

To fix this problem you have to find a salesperson who can do a better job at sales than you do, as the agency owner.

• Hunter:  usually has a lower salary and gets paid per appointment.
• Closer: with a higher base salary and tiered commission, and should have a sales quota.
• Farmer or account service: has a mid-range salary with a bonus based on client retention.

The BIGGEST MISTAKE you can make while searching for a salesperson is trying to find a unicorn that can fill all three of these roles. And, you don’t need to hire all three at once. Start by hiring for the role you’re weakest at. Are you good at getting the leads in but lacking when it comes to following up? Then hire a closer. Eventually, you can hire the rest and grow a sales team.

Pro tip: be sure to give them the right title. No one wants to meet with a “Business Development Manager” or “Salesperson.” Personally, I’ve always preferred the term Specialist, like Scale Specialist or Conversion Specialist. You need a title that makes prospects want to have a conversation.

Now where can you actually find these salespeople? You have several choices:

1. Personal connections: I don't suggest hiring a friend, but a mutual connection is a winner almost every time.
2. Current and past clients: Your clients already know what you do and your process and they may love working for you.
3. Salespeople who have sold to you in the past: They can even be from another industry. The important thing is that you had a good experience; you can teach and train them in everything else agency-related.
4. Recruiters and job boards: This has never personally worked for me but it depends on your style and preferences.

Once you start the interview process, how can you tell a sales candidate is right for your agency? Look at how they’re behaving during the interview. Are they talking too much? If they do, it’s probably a bad sign. A good salesperson listens more than they talk. Are they asking great questions? Have they been successful in sales in the past? As mentioned, they don’t necessarily need experience in the agency industry, as long as they understand the principles of sales.

For the candidates you do like, ask them to prepare a 90-day plan. They should be able to paint a picture of what they would do during the first 90 days at your agency. Moreover, you can use that plan later as a way to measure them.

Pro Tip: Sales are very competitive, so if you can hire two or three candidates at the same time, you can encourage competition while also testing out strengths.

This is a question I get very often. How do you compensate an agency salesperson? Commission-only or straight salary?

To be clear, each has its downsides. If you’re paying commission only, your salespeople may start to make false promises in desperation to make a sale. They also may not be 100% focused on your agency and might even sell for someone else to make ends meet.

On the other hand, if you go for 100% salary you avoid the problem of false promises but they almost certainly won’t be hungry enough to go hard on sales.

This is why I lean more toward doing a combination of both: salary plus commission. I offer a base salary that is just below their salary requirements and a commission, of maybe 5% - 10%. You need to show them there is an incentive to exceed their salary goals IF they are a rockstar at sales.

When I think about training a salesperson I think about preparing them to be able to answer the following:

1. What’s your promise to your clients?
2. What’s your client's problem? And,
3. What types of clients are a good fit and what are not?

Over the years I’ve broken down what makes agency owners such good salespeople and realized it all comes down to stories. As owners, we have all the stories for different scenarios. If you’re dealing with a prospect that’s having a hard time converting leads, you probably have a story about another client who dealt with this same struggle and overcame it.

As the owner, I recommend keeping track of and sharing those stories. The team could use some of them to attract leads, others to convert. The point is that you give them the tools to succeed. Over time, they’ll accumulate their own stories.

When it comes to managing salespeople I recommend you start doing it daily until you feel they can handle themselves. You can break it down into morning and afternoon, at least for the first couple of months. The morning should be used to share stories and prepare them to chat with clients. You’ll also want to share wins and go over objections people may be having.

On the other hand, the afternoon should be more about the progress of the day. This is better left for the afternoon because some days they’ll get a lot of no’s and you’ll have to help rebuild their confidence.

Once they get to a good place, you can change the daily check-ins to weekly. They should also start recording all their calls so you can review them. You can ask them to send their worst and best calls of the day. This way, you can see if they’re clarifying why the client got on the call. They should label the problem and establish a gap in how far away the client is from where they want to be. Also, make sure they ask for the sale, rather than just prescribe what they need to do.

Finally, make sure you’re constantly measuring them on their 90-day success plan. This way, I guarantee within 30 days you’ll know whether that salesperson is going to work out or not.

How can you spend time with the right prospect and avoid wasting time with the wrong ones? The first conversation with a prospect is the most important because it frames how the relationship develops.

Too many agencies use that conversation to focus on themselves (showcasing capabilities and successes) when you should actually be focusing on the prospect. Often agencies start talking about their awards and their portfolio with a prospect that doesn’t care about that yet. They don't care what the agency can do, they care what the agency can do for them.

However, I’m sure you want to stand out and present yourself as more than just another Me Too agency, and there are 10 questions you can ask to position yourself as THE CHOICE rather than a choice.

It's important to gauge the benefits and pre-qualify any new agency prospect. I call this a triage call, where you can assess the challenge the prospect is facing and determine whether you can work together to deliver the results they seek.

1. The Welcome: This sets the tone for the meeting and establishes you as the one in control. Just make them feel comfortable and let them know you’ll be asking them some questions to determine whether or not you can help them. Explain that if you're a good fit, there will be another meeting. If you can't help, you’ll give them some advice and part as friends.
2. Why now and why me? Try to understand why they’re coming to your agency at this particular moment.
3. Tell me more about your business: Make sure you have the full picture of what they do so you can determine if you can help them.
4. What’s your budget? This will determine their expectation and what they’re willing to pay.
5. Where are they now and where are they trying to be? Get to know the metrics, the goals, and how they are going to measure success.
6. What is missing or broken? Try to identify their biggest issue. Try to learn the impact that issue is having on their business and the impact of fixing it.
7. What do they need? What are their biggest challenges and why do they think you can solve those?
8. Establish the priority: On a scale of 1 to 10 how much of a priority is it to resolve this issue?
9. Problem check-in: State the top problems and the impact they’re having on them.
10. Can you actually help them and do you want to? This is a question to ask yourself, thinking not just in terms of revenue but based on the initial interaction; is this client he right fit for your agency?

After doing the triage call and walking through these 10 questions, it is time to present your foot-in-the-door offer.

A foot-in-the-door offer is a low commitment, low cost, and easy YES for the prospect. And, it's the best way to showcase your agency's expertise and test out a working relationship with a client before fully committing to larger projects.

FREE COURSE: Discover the 4-system process to CONVERTING more agency clients at https://www.agencymastery360.com/convert In our videos series, we'll break down the steps you need to charge what you're worth, overcome common sales objections, and unlock up to 20X more revenue from existing clients.