{"id":13709,"date":"2016-09-30T14:33:20","date_gmt":"2016-09-30T14:33:20","guid":{"rendered":"https:\/\/www.heartinternet.uk\/blog\/?p=13709"},"modified":"2016-09-30T14:33:20","modified_gmt":"2016-09-30T14:33:20","slug":"running-agency-4-jobs-only-you-can-do","status":"publish","type":"post","link":"https:\/\/www.heartinternet.uk\/blog\/running-agency-4-jobs-only-you-can-do\/","title":{"rendered":"Running an agency? Here are 4 jobs only you can do"},"content":{"rendered":"

\u2018Come on lets have another drink!\u2019<\/p>\n

No. I did not want this. I wanted to be at home. I was finished.<\/p>\n

\u2018On it\u2019. I answered.<\/p>\n

Could I say no? I was out with two of my best clients, between them worth at least 30% of last year\u2019s revenue. Of course I couldn\u2019t say no.<\/p>\n

I\u2019d treated them to a couple of tickets at the football. We\u2019d had fun, and kicked on from there. The momentum had taken us to midnight.<\/p>\n

\u2018Why do I have to be here?\u2019 I thought to myself. The answer was obvious. It was my agency.<\/p>\n

There are of course plenty of tasks you can distribute to your team. Getting tight with your biggest clients isn\u2019t one of them.<\/p>\n

And that\u2019s not the only one you can\u2019t dodge. There\u2019s other stuff that you alone should do.<\/p>\n

It\u2019s not about specialties like finance or legal. It\u2019s initiatives that cover your whole business. My agency days are behind me now, but here are four jobs that you’re going to have to get to grips with if you’re running the show.<\/p>\n

\"Only<\/p>\n

1. Head of Customer Experience<\/h3>\n

Happy customers are the foundation of sold growth. Keeping them should be prioritised over new business<\/a>. But most companies stay focused on acquisition rather than retention.<\/p>\n

I think this comes down to three things.<\/p>\n

    \n
  1. Most companies below \u2018enterprise\u2019 level don\u2019t make anyone responsible for customer experience.<\/li>\n
  2. Tied to the first: most companies don\u2019t prioritise the customer. They focus on making their products and services better. On crafting more compelling marketing messages. On finding the best talent. They don\u2019t think about what it all means for the customer. They don\u2019t experience their service like customers do. They don\u2019t have that perspective.<\/li>\n
  3. And this is because they\u2019re not listening to customers. They get exited about a new product or service feature, rather than listening to what their customer really wants from them.<\/li>\n<\/ol>\n

    As the boss, this is something you need to own. It\u2019s not hard to get going. Here’s what you should do.<\/p>\n

    First, connect with your customers and listen to what they have to say.<\/p>\n

    Depending on how long you\u2019ve been operating, you may no longer be in the front line. But it’s time for you to start listening in to your customers when they\u2019re talking to your employees. And to get out and meet them face to face.<\/p>\n

    On top of this qualitative feedback, start sending them a survey. People are often more truthful behind the protection of their keyboard.<\/p>\n

    You need to get a good understanding of why they like working with your business. You also need to know for what reasons they may end up leaving.<\/p>\n

    Try to get a feel for what its like to be a customer of your agency.<\/p>\n

    Next, start talking about your customers in your agency, every day.<\/p>\n

    Send a clear signal to everyone in your business that the customer is your number one priority. Make sure the feedback you gather in step one is shared around the business.<\/p>\n

    Tell your employees to put themselves in the shoes of the customer. Try to make everyone understand the connection between what he or she does and the customer experience.<\/p>\n

    By placing the customer experience as a primary focus of your agency, you\u2019ll move ahead of others and build a platform for long-term growth.<\/p>\n

    \"Only<\/p>\n

    2. Head of Sales<\/h3>\n

    You created your agency because you saw an opportunity. There was a problem that potential customers needed to solve. And you were there with the solution.<\/p>\n

    From the get-go you could tell people why they needed your services. You could tell the story in a way that was hard to walk away from.<\/p>\n

    No one should understand the problem better than you do. No one should be able to sell what you do, better than you.<\/p>\n

    Your sales patter should be so slick that you can make a thoughtful, compelling case for your business; so good that people don\u2019t realise they\u2019re being sold to.<\/p>\n

    Put selling into your bones. And show the kind of enthusiasm for it that will set your team alight.<\/p>\n

    In the end though, that might well mean that you\u2019re the one stuck at the bar.<\/p>\n

    \"Only<\/p>\n

    3. Head of Strategy<\/h3>\n

    You\u2019re at the helm. You need to set the course.<\/p>\n

    It\u2019s not about navigating around a couple of islands. It\u2019s about the journey across the ocean.<\/p>\n

    The word \u2018strategic\u2019 often gets bolted onto business initiatives or sales presentations. Its supposed to add platinum plating to what is being sold. But it often means nothing.<\/p>\n

    Real business strategy should be focused on a long-term goal, decided on once you\u2019ve gained a deep understanding of your business strengths and weaknesses.<\/p>\n

    Despite its common usage, most businesses have no strategy at all. They have a general desire to grow. They may have even set some sales targets.<\/p>\n

    But they haven\u2019t laid down specific plans on how to get there.<\/p>\n

    They spend most of the time just \u2018doing\u2019 the business; fighting fires; dealing with the next thing to arrive in the inbox. It’s called \u2018operations\u2019.<\/p>\n

    As the boss, you need to be able to stop doing operations. To have a think about your long term goals, and how you\u2019re going to get there.<\/p>\n

    For example, you might have the desire to reach a certain amount of turnover by a particular date. That means deciding how many clients you\u2019re going to need, how you\u2019re going to acquire them, what you\u2019re going to deliver them, and how much you\u2019re going to charge them.<\/p>\n

    Once you\u2019ve decided on your strategy, you need to get everyone in your business to understand your plan, and how his or her role fits into it.<\/p>\n

    If everyone can understand how their job can help take the business to where you want it to go, they will be able to take action that moves you there faster.<\/p>\n

    Everyone works better when he or she understands the big idea.<\/p>\n

    \"Only<\/p>\n

    4. Finding the best freelancers<\/h3>\n

    As the boss you\u2019re usually the one who decides which suppliers to work with. And as an agency, those suppliers \u2013 when you’re looking for labour – are usually freelancers.<\/p>\n

    Freelancers are the bedrock of agencies. For most they are invaluable.<\/p>\n

    Good freelancers not only do the work you\u2019ve hired them for. They also approach problems from a different angle, and make suggestions that you hadn\u2019t thought of.<\/p>\n

    Because they\u2019re not at the business coalface, they have a different perspective. And because they\u2019ve experienced work at other agencies, they can often bring innovation.<\/p>\n

    You hire them to work on a project, but after a while you realise they can do so much more.<\/p>\n

    Of course there\u2019s many that aren\u2019t right for your agency. A bad choice can be a time sink, at worse damaging your client reputation if their work doesn\u2019t measure up.<\/p>\n

    When you need to find some talent, start by considering your own network.<\/p>\n

    I start by trawling LinkedIn for freelancers who fit the bill. I\u2019ve often met the right people but don\u2019t remember what they\u2019re good for.<\/p>\n

    Next I call out to a handful of other agencies or people I\u2019ve worked with in the past. I\u2019ve never been much of a networker, but it doesn\u2019t take long to build a close group of people whose opinions you trust. If they don\u2019t know anyone specifically, they can often suggest someone who does.<\/p>\n

    Asking for help is a great way of cementing those relationships too. Most people like being asked for help and advice. It builds rapport, and boosts chances of working together in the future.<\/p>\n

    When it comes to the face-to-face meeting with your freelancer there\u2019s a couple of things I always rely on.<\/p>\n

    First, get people who seem really sharp.<\/p>\n

    Do you ever get the impression when speaking to someone that they\u2019re quicker than you are? That they arrive an answer before you do?<\/p>\n

    That\u2019s what I mean by sharp.<\/p>\n

    I don\u2019t just mean intelligent or engaged. I mean \u2018on the ball\u2019. Organised. And with the ability to make lateral connections.<\/p>\n

    Look for that, and when you find it in a freelancer, you\u2019re onto a good thing. They do the job you\u2019ve tasked them with. And they\u2019ll be able to make other suggestions that will improve your business.<\/p>\n

    Just as importantly, get people you like.<\/p>\n

    In a people business \u2013 which an agency is, above all else \u2013 it\u2019s vital to work with people you like. If you like them, so will your clients.<\/p>\n

    Being likeable is an enormous benefit. Perhaps one of the most important.<\/p>\n

    I am convinced that we retained clients for years longer than others simply because they liked us. That wasn\u2019t just about being nice people. It was about giving clients what they want.<\/p>\n

    And not only will your clients appreciate likeable people; they\u2019re also the kind of person you\u2019ll enjoy spending time with, explaining what you want them to do.<\/p>\n

    The more you explain, the clearer they will be, the faster they will work towards a goal. And the better a project will go.<\/p>\n

    \"What<\/p>\n

    That\u2019s all from me<\/h3>\n

    From sales to customer experience, from hiring to strategy, when running an agency that are some things that only you can do.<\/p>\n

    Where client relationships form the backbone of your revenue, sustainable growth depends on getting these things right.<\/p>\n

    What else do you think that only a boss can do? Leave us a comment on Twitter<\/a> or Facebook<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

    As the head of an agency, there are plenty of tasks you can delegate to your team. But there are four distinct jobs you’re going to have to get to grips with if you’re running the show.<\/p>\n","protected":false},"author":2,"featured_media":13731,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[28],"tags":[],"class_list":{"0":"post-13709","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-your-business"},"yoast_head":"\nRunning an agency? Here are 4 jobs only you can do - Heart Internet<\/title>\n<meta name=\"description\" content=\"As the head of an agency, you can delegate plenty of jobs to your staff. 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