Rewarding OWNERSHIP MENTALITY: Building an Agency That Runs Without You with Tiffany Sauder | Ep #729
How can you step away from daily operations and embrace the role of the agency visionary? Is there a team member who could take over the things you don’t love doing? If so, how would you begin to prepare them for this transition? Today’s guests built a relationship with a key employee that most agency owners dream of when they think about delegating and reclaiming their time.
It took a lot of work, investing in growth, and trusting that someone who started as an employee could evolve into a partner in the agency, but they managed to do it in a way that has only benefitted the agency and the team. Join them for an engaging conversation filled with insights into delegating and slowly transitioning from being a hands-in agency owner to being the visionary and face of the agency.
Tiffany Sauder is CEO and Kyler Mason is president of Element Three. They run a full-service marketing agency that modernizes go-to-market strategies for manufacturers with complex distribution channels.
Tiffany and Kyler discuss their journey in the marketing industry and the dynamics of running a business, how their open communication gave way to a lasting partnership, and the balancing act of successfully adopting new roles at the agency while ensuring its continuous growth.
In this interview, we’ll discuss:
Learning to pivot in an economic crisis.
Turning short-term hires into long-term assets.
Rewarding the ownership mentality.
Moving beyond the founder’s shadow.
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Turning a Struggling Agency Into a Career Catalyst
There are very few stories of people who start their agency on purpose and Tiffany is one of them. She grew up in a heavily entrepreneurial-focused household and, coupled with her dissatisfaction with the bureaucratic environment of a large pharmaceutical company, compelled her to try something different. She convinced her father to invest in a small marketing agency, where she took on the role of a “naive sweat equity partner.”
According to Tiffany, at that time the agency was a dysfunctional project shop with one major client that accounted for most of its business. However, it provided her with an environment where she was exposed to the work and learned about the industry. Although the journey was challenging, Tiffany felt very confident in the unknown, excited to learn, and worked to transform her initial ignorance into knowledge and competence by seeking mentorship and asking questions.
Despite its imperfections, the agency served as a crucial platform for her development, allowing her to learn, experiment, and connect with industry professionals who would have otherwise been difficult to reach.
Ultimately, her willingness to step into the unknown led to invaluable learning opportunities, developing resilience, and significant achievements.
Pivoting During Changing Times and Economic Crisis
The agency’s rapid growth and success during the first few years gave Tiffany a false sense of confidence. However, she faced a rude awakening during the economic downturn of 2008-2009. This period was not only financially devastating for many businesses but also coincided with the birth of her first child, both equally significant.
During this time, she saw larger agencies struggling to adapt to the digital landscape, grappling with the unfamiliarity of new business dynamics. Lacking robust analytics capabilities, they found it difficult to pivot.
Coming from a finance background, Tiffany recognized an opportunity to get ahead of the curve, particularly as e-commerce began to emerge. She was able to invest strategically in the future without facing the cultural resistance that established agencies encountered. This unique position, combined with her willingness to embrace risk, provided her with a distinct advantage.
Turning Short-Term Agency Hires into Long-Term Assets
When Kyler first came to work at the agency he was the first digital marketing hire. He was excited to learn and gain a more well-rounded experience in taking a company to market. He initially thought he’d stay at the agency for a few years, learn as much as he could, and then start his own business.
For her part, Tiffany appreciated Kyler’s honesty about his future plans and recognized the potential in his aspirations. She chose to embrace his ambition rather than view it as a threat. She figured both parties could succeed without diminishing each other’s potential. Hence, she invested in Kyler’s growth.
This commitment, coupled with the open communication that defined their relationship, encouraged Kyler to extend his tenure beyond his initial expectations. He became actively involved in shaping his growth trajectory within the agency and felt valued when voicing concerns about the direction set by executive leadership.
To retain key employees, agency owners must be in tune with their aspirations and show them a clear path for success. They need to feel significant and heard. When they don’t, that’s when they leave.
Rewarding the Ownership Mentality
Through their ongoing dialogue, Tiffany and Kyler managed to build a strong relationship based on trust, aligning interests, and creating a motivating environment that contributed to the agency’s collective success.
As Kyler stepped into the role of president, Tiffany sought assurance that even in her absence, he would consistently prioritize the agency’s ownership and make long-term decisions that reflected its best interests. To foster this alignment, she decided to offer him shares in the business, ensuring he would be as invested in the agency's success as she was.
Kyler had already demonstrated an ownership mentality prior to his official role, and his behavior remained unchanged after the transition. This was very important to Tiffany who didn’t want to create handcuffs of loyalty, but rather to reward exemplary behavior and encourage him to keep acting in the best interest of the business.
This transition also allowed Tiffany to redefine her role within the agency, providing her with the opportunity to step back from certain responsibilities. She now describes her position as still being front and center in their marketing, as well as offering mentorship and support, where her experience and insights serve to guide Kyler and the team. By positioning herself as a synthesizer and communicator, she creates a space for collaboration, allowing team members to thrive and develop their skills. This approach not only enhances individual capabilities but also strengthens the overall fabric of the organization.
Growing the Agency Beyond the Founder's Shadow
Kyler’s role has also changed significantly as he now wears many hats, running the account services team, being very involved in new business sales, and balancing that with his primary role of growth and strategy. He’s been trying to build an agency that does not need Tiffany, which requires a well-defined strategy, targeting the right clientele, and implementing effective marketing initiatives.
Going from relying on the agency owner's reputation to successfully promoting the agency's services without their direct involvement is quite challenging. Sharing the spotlight and highlighting the talents of your team is key to achieving this. Focus on enhancing the overall performance of the agency and explain why your team will do a better job than you’d do on your own. Furthermore, build a transparent process where the client understands what’s going on at every step of the process. This way, they won’t constantly reach out to try to get you involved.
Transition Slowly for Lasting Success
For many agency owners, transitioning out of day-to-day tasks and watching their team solve things without them can leave them feeling redundant. Thankfully, Tiffany already had other projects lined up by this point and was able to pour her energy into those endeavors.
She did, however, feel a sense of loneliness. For so long she’d been the heart of the team and knew exactly what everyone was working on and now suddenly she didn’t feel like part of a team. It took some time to adapt to this new reality but eventually, she adopted a new mindset where she recognized the contributions she could only make from her new role as the agency visionary.
Moreover, she believes a slower and more intentional approach to the transition helped get the best results. It took approximately three years of careful planning for Tiffany and Kyler to lay the necessary groundwork and ensure that when changes were implemented, they were met with clarity and cohesion.
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