Agency Leadership Podcast

Chip Griffin and Gini Dietrich
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Chip Griffin and Gini Dietrich share practical advice for PR and marketing agency owners build better businesses.

  1. 1D AGO

    Building the ideal agency: wrestling with the tough decisions

    David C. Baker recently published a fascinating thought experiment about what he’d do if starting an agency from scratch today—and it’s packed with provocative ideas worth serious consideration. His article offers a comprehensive blueprint covering everything from organizational structure to compensation philosophy, and much of it aligns with how Chip and Gini think about building sustainable agencies. But the most interesting conversations happen when smart people disagree, which is why this episode focuses on the handful of points where Chip and Gini see things differently. Not because Baker’s ideas are bad, but because they expose the tension between aspirational agency management and the messy realities of running a business with real budgets, real people, and real client demands. In this episode, Chip and Gini tackle mandatory one-month sabbaticals for every employee, open-book finances published on your website, 360-degree reviews, and incentive compensation structures. They dig into why ideas that sound compelling in theory often create unintended consequences in practice—like how retention-based bonuses can fuel scope creep, or why forced sabbaticals don’t actually solve the single-point-of-failure problem they’re designed to address. The conversation reveals thoughtful nuance on both sides. Gini shares her brutal experience with anonymous feedback that backfired when presented poorly. Chip explains why he sees most performance measurement systems as “performance theater” while still advocating for more financial transparency with teams. They discuss the logistical nightmares of scheduling multiple month-long absences and why backup systems for unexpected departures matter more than planned time off. Throughout, they return to a central theme: what works brilliantly at one stage of growth can be completely wrong at another. The goal isn’t to declare Baker’s ideas right or wrong, but to test assumptions and recognize that even the most well-intentioned frameworks deserve scrutiny before implementation. Key takeaways Chip Griffin: “Really to deal with single points of failure, you need to be able to handle those unexpected absences, right? Someone has a family emergency, someone has a health issue. Those are the kinds of things that you wanna make sure you’ve handled.” Gini Dietrich: “When you’re constantly slacking or texting or calling while on vacation, and we don’t give you a response, it makes people angry. But what I’m trying to do is give you the time off because you deserve it and I want you to come back refreshed and ready to work.” Chip Griffin: “When you have incentive compensation, whether that is commissions or for hitting profit targets, the problem that you run into is people tend to focus on the thing that gets them the commission. It doesn’t mean that it’s good revenue. It doesn’t mean that it’s profitable.” Gini Dietrich: “I subscribe to give ongoing feedback. You get feedback consistently. And when we’re in a meeting and I see something that you did really great or I see something that could use some work, I tell you that immediately.” Turn Ideas Into Action Read Baker’s full article and identify your three favorites. Don’t just focus on the disagreements—pull out the ideas that resonate most with your vision for your agency and commit to implementing one of them this quarter. The value in thought experiments like this isn’t picking sides, but using them to clarify what you actually want to build. Spend 30 minutes reading, then schedule time to test one concept that genuinely excites you. Identify your true single points of failure. List every critical role in your agency, then honestly assess what would happen if that person disappeared tomorrow without warning. Focus on unexpected absences—not planned sabbaticals—because those expose the real vulnerabilities. For each critical role, document who could cover the basics for 1-2 weeks while you figure out a longer-term solution. This takes less than an hour and protects you better than mandatory vacation policies. Replace annual reviews with ongoing feedback. If you currently do annual or 360-degree reviews, shift to giving immediate feedback when you observe something—positive or negative. Make it a two-sentence conversation: “That client presentation was excellent because you anticipated their objections” or “When you miss that deadline without communication, it creates problems for the team.” Save annual conversations for compensation changes and goal-setting, not for dumping a year’s worth of stored-up feedback all at once. Resources David C. Baker’s article If I Started A New Firm, Now Related Starting your own agency Should you force employees to take time off? Setting your agency’s PTO, vacation, and leave policies Employee compensation essentials for agencies View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, we’re going back to a place that we’ve used for inspiration before. And no, I’m not talking about Reddit this time. Oh, I’m, I’m sorry. Dear listeners, this is not one of our Reddit episodes. Gini Dietrich: I, I’m always scared of the Reddit episodes. Chip Griffin: The Reddit episodes are always, they’re interesting. We’ll leave it at that. Gini Dietrich: Yeah. I saw one the other day that I was like, oh boy, okay. In the real world… Chip Griffin: Sometimes I just, I read those posts in the, in the agency subreddit, and I just, I wonder if, if they’re actual, real people posting about real stuff, because some of it just seems so insane that it just couldn’t be real. Gini Dietrich: Yes. And some of it is very junior level entitled frustrations who don’t understand how a business operates. And so some of it you’re just like, Ugh. Okay. Chip Griffin: Yep. But I mean, we were all once those people sort of a little bit Gini Dietrich: Fair, true. Chip Griffin: At one point in time. Gini Dietrich: Yes. So absolutely. Chip Griffin: But that is not what this episode is. We are going to use another source of inspiration for us that we’ve used in the past, and that is David C. Baker. And, in this case, he had a post in his newsletter recently about what he would do if he was starting his own agency today. And it’s a lengthy article that walks through all of the different choices, that he would make strategically and tactically for the business. And there’s a lot of good food for thought in there. It’s, mm-hmm. It’s probably gonna inspire a few additional episodes, down the road as we dig deeper into some of the specific topics there. But, one of the things that I did on LinkedIn was I broke out into four buckets, my perspective on it, and broke it into things that I agree with, things that I agreed to disagree with. It depends because, hey, that’s our motto here, so why not? It does depend. Yes. Yep. And then of course, food for thought. So, there are far too many points for us to cover in a reasonably length podcast episode. So. I figured why not be controversial? Let’s deal with the disagrees that I had on my list and, use that as our jumping off point. And we’ll of course include a link to the article in the show notes that you can go read the full article as well as additional context around what we’re gonna talk about today because there is a lot to, to explore here. Gini Dietrich: And I think the buckets that you, you broke it into are really good. And for the most part I agree with how you’ve compartmentalized them all. But there are some interesting ones on the agree to disagree bucket. So let’s, let’s do that. Let’s start there. Chip Griffin: Alright. Do you have, do you have one that you would like to start with or do you want me to just start calling ones out? Gini Dietrich: Let’s see. Yeah, there’s, well, yes I do. That we require one month annual sabbatical to eliminate single points of failure. Sounds lovely. I would also like a one month sabbatical every year. Chip Griffin: It’s as, as I understood the article, and it is possible, I misunderstood the intent in the article, but as I understood it, he was suggesting that every year, every employee. Gini Dietrich: Everyone. Yes. Chip Griffin: Had to take a full one month sabbatical. Gini Dietrich: Yes. That’s how I read it as well. Chip Griffin: That is, I mean, it’s a nice idea. I think it is highly impractical for most organizations. And look, I think the, stated intent here is truly a good one, which is to avoid those single points of failure, over reliance on any individual team member. Yeah. ’cause this is a giant problem for agencies, honestly, of most sizes until you get to be giant. But it is something that, that you need to be conscious of. I don’t know that you need a full one month sabbatical for every employee every year in order to get there. Gini Dietrich: Yeah, and I mean, truth be told, like if you’re designing in the agency of the future and you’re starting from scratch today, I don’t know how you do that. I mean, to your point, even in a large organization, I don’t know that how, you do that because it costs a lot of money. Not just resources and time, but it costs money to have people out. And so, you know, if you’re a, you’re an agency of three people or you’re an agency of 50 people, or you’re an agency of hundreds of people, it still costs money. And so requiring that I think is a bit too much. And also, I will say that as somebody who has an extra

    25 min

  2. FEB 5

    Wake up or get left behind: AI is forcing your hand

    No more excuses. No more waiting to see how things play out. AI has moved past the experimental phase, and if you’re still treating it like a nice-to-have rather than a fundamental shift in how your agency operates, you’re already falling behind. In this episode, Chip comes out swinging with a wake-up call for the agency community: the ground is shifting faster than most are willing to admit, and the window for meaningful adaptation is closing. Gini backs him up with examples of how AI has progressed from an intern-level tool to something that can genuinely replace mid-level work—if agencies don’t evolve what they’re selling. They dig into the practical reality of training AI tools to work like team members, not just one-off prompt machines. Chip explains how he uses different platforms for different strengths—Claude for writing, Gemini for competitive intelligence, Perplexity for research, and ChatGPT as his strategic baseline. Gini shares how her 12-year-old daughter creates entire anime worlds through conversation with AI, demonstrating the power of treating these tools as collaborators rather than search engines. The conversation covers what clients actually want to pay for in 2026 (hint: it’s not social posts and press releases), how to build AI agents trained on your specific expertise, and why the process of training AI forces valuable clarity about your business. They emphasize that this isn’t about slapping the “AI-powered” label on your services—it’s about fundamentally rethinking what value you deliver and how you deliver it. If you’ve been sitting on the sidelines waiting for the AI dust to settle, this episode is your warning: there is no settling. There’s only evolution or extinction. Key takeaways Chip Griffin: “If you do not change, it will replace you. It will take away your revenue. If you keep doing the same thing that you’re doing today, it absolutely will destroy you.” Gini Dietrich: “We are no longer relying on our agencies to do the work. We are relying on agencies to teach us what’s coming ’cause we don’t have the time.” Chip Griffin: “AI is not just changing how your business operates, it’s changing how other businesses operate. It’s changing how the media operates. And so it is truly a disruptive force that we need to be thinking about.” Gini Dietrich: “When somebody says to me, oh, I just can’t get it to output what I need, I’m like, user error. You haven’t taken the time to train it.” Turn ideas into action Train one AI tool this week like you’d train an employee. Pick the platform you use most (ChatGPT, Claude, or Gemini) and spend 30 minutes having an actual conversation with it about your preferences—tone, structure, what you hate (like emojis), and what outcomes you need. Feed it examples of your best work and tell it explicitly when outputs miss the mark and why. The tool won’t improve with one-shot prompts; it needs training just like a new hire. Map what clients will actually pay for in 2026. Block one hour to list every service you currently bill for, then honestly assess which ones AI can now handle at a competent level. Don’t lie to yourself—if ChatGPT can draft solid social posts or press releases after reviewing past examples, that’s table stakes now. Identify what remains valuable: strategy, teaching clients to use these tools, implementing new processes, or solving problems AI can’t touch. This clarity will drive every business decision you make this year. Test AI on something personal before rolling it to client work. If you or your team are intimidated by AI, start with meal planning, fitness routines, managing schedules, or drafting birthday card messages. Use it for something low-stakes where you can experiment with conversation-style prompting without pressure. Once you see how it responds to feedback and training in a personal context, you’ll understand how to apply the same approach to agency work. Resources LinkedIn post by Vineet Mehra that Gini references Related Agencies succeed through consistency and evolution AI myths agencies must avoid View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, you know, we started the new year off on a note where we weren’t gonna yell at our audience, but I feel like it, it’s time to yell at our audience again. I’ve taken too much time off from being Mr. Nice guy. Gini Dietrich: Okay, well this shall be interesting. I can’t wait. Chip Griffin: I, and this is, it’s partly for our audience, but it’s really for the overall agency community, particularly PR and marketing, PR and communications generally, even outside the agency world. I’m just, I’ve become kind of wound up lately because I think that the industry as a whole, and perhaps even some of our listeners are not acting swiftly enough to understand just how much the ground is shifting beneath them. Gini Dietrich: Yep. Chip Griffin: And how much serious evolution needs to take place. Really over the next year. I mean, I don’t think, I don’t think we’re on a long-term horizon here. I think that too many have waited to change too long in many ways, and AI is now becoming sort of the, the real trigger point for it, but it’s bigger than that. I think a lot of the, the PR space in general has lagged behind a lot of what’s going on in the business community, and AI is just the fist to the face that’s, that’s gonna separate out the people who are gonna survive. Gini Dietrich: The fist to the face. Wow. All right, then. Chip Griffin: I told you I was a little wound up on this one, so, Gini Dietrich: okay. So everybody’s gonna be punched in the face. Got it. Okay. Chip Griffin: If that’s what it takes to wake up and pay attention. Gini Dietrich: Yeah, no, I, yeah, I totally agree with you. And, you know, I have been gungho on AI for going on four years now. And it’s, it’s my second love for sure. But it is time to pay attention to how it is changing things and what it’s going to do to your business, to your teams, to how you deliver work, all those things. Chip Griffin: I mean, look, a lot of the PR world has been focused in recent years on figuring out how to keep their head above water and survive, and hang on to the old ways of doing things. And this predates the explosion of AI in recent years. Gini Dietrich: Yeah. Chip Griffin: But, what the explosion of AI has done is really, it has drawn the attention of particularly clients to the issue. It has drawn the attention of employees. It, and it is still being ignored. And I think we’ve hit that point where we can no longer ignore it. I think we’re at the point with a lot of these AI tools where they are now both accessible and reliable enough that there’s no reason not to accelerate your pace of change using AI as a tool to get there. And we’ve talked about this before, and I, and I’m not changing my point of view, AI is not the end in itself. The AI is just a way to get there. So don’t mistake what I’m saying here for saying that, you know, you just need to adopt AI for the sake of AI. You still need to find problems to solve first and AI will help you on a lot of them, but you need to be finding those problems. You need to be thinking ahead to what do clients really want from you? What is going to help them to get the results they’re looking for? It can’t be about how do I use AI to make myself a little bit more efficient in what I’m currently doing. Because everything is changing. And we need to be on top of that. Gini Dietrich: I read an article on LinkedIn probably in November, and I’ll see if I can find the link to include in show notes. But it, it was from a chief marketing officer at a Fortune 10 company, and what he said was this: if I were an agency wanting to work with clients in 2026, here are five things I would do. And I can’t remember all of them, but one of them was teach organizations, teach marketing and comms teams how to use AI to be more effective. Implement your process, whatever it happens to be. Because we are no longer relying on our agencies to do the work. We are relying on agencies to teach us what’s coming ’cause we don’t have the time. And that has stuck in my head because I think that’s right. I think that. Yeah, sure, agencies will always, or big companies, will always need arm extra arms and legs to do the work, but that’s not the work that most of us want to be doing. Right? We don’t wanna be writing the social posts and the news releases. We wanna be part of the strategic conversation. We wanna be part of the of helping to move an organization forward. And if we can do that by teaching our clients how to use AI to be more effective, to be more productive, to accelerate their work, and I know everybody’s worried it’s going to replace me, it’s going to, it’s going to reduce our number, our billable hours, whatever happens to be. I think there’s a huge opportunity here for you to reframe how you’re helping clients and using AI to be able to do that. Chip Griffin: Yeah, but I would be very direct with listeners. If you do not change, it will replace you. It will take away. Gini Dietrich: That’s fair. That’s totally fair. Chip Griffin: Your revenue. Gini Dietrich: Yes, it will. I totally agree with you. Yeah. Chip Griffin: So, you know when we say that you know that AI is not gonna destroy your agency, that’s only if you evolve. Gini Dietrich: That’s fair. Chip Griffin: If you keep doing the same thin

    24 min
  3. Stop letting your website embarrass you

    JAN 22

    Stop letting your website embarrass you

    You built an agency you’re proud of. So why does your website still feature that glowing tribute to someone you wouldn’t recommend today, or explain services you stopped offering three years ago? In this episode, Chip and Gini tackle the unsexy but critical task of auditing your agency’s website content. They share practical approaches for identifying what needs updating, what deserves deletion, and how to prioritize your efforts when you’re staring down hundreds (or thousands) of outdated pages. The conversation covers everything from quick wins—like updating your homepage and key pages—to strategic decisions about high-traffic content that no longer serves your business. Gini shares her process for using tools like Screaming Frog to audit content systematically, while Chip emphasizes the importance of focusing on human users rather than chasing every algorithm change. They also dive into the balance between refreshing old content and creating new material, with specific guidance on when each approach makes sense. The episode wraps with a reminder that consistency matters more than perfection—especially when AI is increasingly using your bio and content to determine whether to recommend you. If your website is starting to feel like a liability rather than an asset, this episode offers a manageable roadmap to get it back on track without turning it into a year-long project. Key takeaways Chip Griffin: “First and foremost, focus on the end user’s experience. And only after that, think about, okay, are there tweaks or additions I could make in order to help the search engines or the AI spiders or that kind of thing?” Gini Dietrich: “I would rather have accurate numbers so I know exactly what my pipeline looks like, my lead generation looks like, what my lead nurturing looks like, and be able to work it backwards.” Chip Griffin: “If you’re getting a lot of traffic to a page that either is not as relevant as it should be or not as accurate as it should be given the way the world has changed, you know, those are ones that you want to address.” Gini Dietrich: “AI notices inconsistencies. So if you are inconsistent across different websites, social media, all the places that you are online, you are not going to show up in AI answers no matter how good your content is.” Turn ideas into action Audit your homepage today. Open your website and read your homepage copy with fresh eyes—does it accurately reflect who you serve, what you do, and where your agency stands today? If not, block two hours this week to rewrite it. This is your most important page and the fastest way to stop misrepresenting your business. Check Google Analytics for your top 20 pages. Identify which pages drive the most traffic, then ask yourself if each one still serves your business or if you’re just attracting irrelevant visitors. Kill off pages that generate traffic but don’t support your current positioning—inflated vanity metrics aren’t worth the confusion. Ensure bio consistency across platforms. Compare your bio on your website, LinkedIn, and other platforms where you appear. Make them consistent (accounting for character limits) so AI can confidently present you as an option when people search for expertise in your area. Related Real talk about agency websites How to think about your agency’s website View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello and welcome to the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, I’m old. Gini Dietrich: Yes, you are. Chip Griffin: But you know what else is old? Gini Dietrich: What else? Chip Griffin: Some of the content on my website. Gini Dietrich: Yeah, sure. Mine too. Yeah. Chip Griffin: It’s, it’s one of the perils of having been around for a while. Gini Dietrich: Yes, indeed. Chip Griffin: Both as a human, as a business. And so we have a lot of content out there on the website that maybe isn’t as current as we’d like it to be. Some of it I haven’t looked at in many years, so I don’t even know if it’s up to date or not. Gini Dietrich: Sure. Chip Griffin: I’m sure that many of our listeners have content on their website or maybe entire websites that are old and out of date. Gini Dietrich: Yes. Chip Griffin: So my question to you is, how should we be thinking about this kind of, how do we deal with this problem? Or we, we can’t just spend, I mean, I, I don’t know about you, but my website’s got over a thousand different pieces of content on it. Oh yeah. Now I think most of our listeners probably don’t have websites with quite that much content on it, but some do, and even if you’ve only got a couple hundred, you know, that’s still a substantial body of content that you need to audit in some fashion. So what, what do you do about that? Gini Dietrich: You know, it’s funny, this conversation is happening right now because about a week ago, right after the holidays, I got an email from a friend that said, Hey, uh, I don’t know if you know this or not, but you have a blog post from, from 13 years ago, literally 13 years ago, praising Elon Musk. And I was like, well, let’s delete that! But like, I don’t know how she found that. She must have been searching on the site for something and found it. Right. So I think it’s important to do an audit and I did delete it. I moved it to the trash. But, I think it is important to do an audit. We have a client that said to us, we don’t think we need new content. We have plenty. And we went in and we’re like, okay, great. Let’s do an audit and see. And we audited it and they do have plenty of content, but the most recent is two and a half years old. So one of the things that we’re working on with them right now, well, twofold. One is going through the audit that we did to see what needs to stay with an update, a refresh, and what should be deleted. There are lots of, there’s lot, there’s lots of content on their site. And actually this will appeal to many of you listeners too. There’s content on their website that has some great SEO value. You know, showing up first in Google results and things like that. So you don’t wanna get rid of that content, but it probably needs a good update. It probably needs to be refreshed. It probably needs new quotes, new experts, new expertise, new statistics, whatever it happens to be. So that’s what I would do. It’s pretty easy. We use, Screaming Frog to do the audit, so it’ll, it will look at your entire website and then give you an Excel list of all of your links, and then you can go and you can tell it I want dates and topic and all that kind of stuff. And you can go through that fairly easily to say, this is old, we don’t need that. Move that to a different tab. This is good stuff. We don’t wanna lose it. And then I would compare that to what you’re keep, I would compare what you’re keeping to do a Google search. Are you show, are those links showing up in Google? And I would also ask AI. Are you showing, is AI showing that content in its answers. So you probably, I would venture to guess, like you and me, we, it would be a really big undertaking ’cause we have years and years of content. But for most agency owners, I would guess it’s probably a, I dunno… And you can use AI to help you, but it’s probably a two or three hour thing that you can split up over several weeks, right? To get it done. But 100% you should be, you should have an up update up to date website overall, and you should be updating content so that it’s refreshed, not necessarily the URL, but updating the content inside the article or the blog post or the page or whatever it happens to be. Chip Griffin: Yeah. And I, I think the advice to sort of just kind of, you know, go through a list of it is a really good starting point. Whether you use some third party tool, or frankly, if your website isn’t too huge, if you just go into WordPress and start scrolling back through the pages and posts. Mm-hmm. And just looking at the headlines, it at least, you know, things that are obviously in need of help will jump out at you. Yeah. Or you know, that you praise somebody that doesn’t make sense or whatever. And, and we have to keep in mind that, that sometimes that old content might be a year old, it might be 10 years old, right? It might still need some sort of an updating. The other thing that’s, that’s often helpful is just to go into, you know, something simple like your Google Analytics and just look at, you know, the top 20, 30, 40 pages in terms of traffic and just ask, are all of these pages the way I still want to present myself in whatever the current year is that you’re listening to us? Because, you know, that can be a really helpful way of prioritizing what you wanna address, what you wanna update. And particularly if you’re getting a lot of traffic to a page that either is not as relevant as it should be or not as accurate as it should be given the, the way the world has changed. You know, those are ones that you want to address. I, to me, one of the interesting cases is, you know what, and I’ve seen this a lot, and I, some of the organizations I’ve worked with have had this issue where you’ve got a page that gets a ton of traffic, but it’s frankly totally irrelevant to what they do today. Right. It’s still, it’s still an accurate bit of content, which is why it keeps getting traffic, you know, because it’s answering whatever question the searcher may have had, but it doesn’t really benefit the organization other than it does produce a fair amount of inbound traffic. So, to me, those ar

    21 min
  4. Rediscovering your agency’s founding spark

    JAN 15

    Rediscovering your agency’s founding spark

    As agency owners settle into 2026, it’s easy to operate on autopilot—chasing the next tactic without reconnecting with what made the business work in the first place. In this episode, Chip and Gini make the case for looking backward before charging forward. Chip admits his first agency started because “consultant” sounded better than “unemployed.” But the real question isn’t just why you started—it’s why you decided to keep building. That motivation should be informing your strategy today. Gini shares how she once believed she wanted a large agency with hundreds of employees and global clients. When she hit 30+ people, she realized she’d built something she didn’t enjoy leading. She was buried in HR issues instead of doing the work that energized her. The Great Recession forced a reset, and she restructured the business around her strengths. Her advice: figure out what brings you joy in the business, and protect time to do more of it. Otherwise, you risk drifting into micromanagement or burnout. The episode also digs into practical growth tactics from the early days that still work. Gini recalls how she built her pipeline by developing relationships with business development leads at large agencies. When prospects came in below their fee threshold, they’d refer the work her way—a principle that remains just as relevant today. Both hosts encourage owners to revisit their “things I’d never do” list from when they started. It’s worth checking whether you’ve quietly drifted into those same patterns over time. Key takeaways Chip Griffin: “Agency owners often ask me, what should I do next? And the answer is very different depending on what you’re trying to accomplish with the business.” Gini Dietrich: “We say this to clients all the time, go back to the basics. It works. And it works for your agency, too.” Chip Griffin: “You need to do what’s right for you. And so, I think that the key to that is really going back to your roots, understanding what motivated you to get started, what drove that success in the early days.” Gini Dietrich: “You want to focus on the things that you are great at, and the things that make you the happiest, and the things that are most motivating to you, because that’s how your business will grow.” Turn ideas into action Write down why you started your agency and what drove your early success. Block 30 minutes to identify patterns from those early days that you could leverage again for growth or business development today. Identify one thing that energizes you most about the work—then carve out time to do more of it. Even if it’s behind the scenes (like strategic brainstorming or quarterly client reviews), injecting that spark back into your role helps prevent burnout. Make a quick list of “things I swore I’d never do” when you started. Check whether you’ve drifted into any of those patterns on inertia—and decide if it’s a learned lesson or a habit worth breaking. Related Do you remember why you started your agency? Why one-size-fits-all advice doesn’t work for agencies View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I am Gini Dietrich. Chip Griffin: And Gini, I’m thinking way, way back, way back decades now to why I started my agency. Gini Dietrich: Oooh. Decades, huh? Chip Griffin: And I can’t remember ’cause I’m too old now, so. No, Gini Dietrich: you can too remember. Chip Griffin: Well, I mean, the honest answer is that I started my first agency was because I was unemployed. And it was better to describe myself as a consultant than unemployed. Yeah. Sure. And then than accidentally started accumulating business. Yeah. But I, but I do think it, it is a helpful exercise for us to go back and, and think about why we started the businesses or, or maybe not, in some cases, like mine, because I was unemployed, is not the greatest explanation. So you know more why did I decide to, to, to build it into an actual business. Gini Dietrich: Why? To keep going. Yeah. I think that’s good, especially as we’re, we’re thinking about starting out the new year and remind ourselves, you know, of the reasons that we started this. Some of us do it because we’re, we’re unemployed. Some of us did it because we found a better, we, we think we had a better way of doing things. Some of us did it because we have a problem with authority. Some of us did it ’cause we’d make terrible employees. I mean, there are lots of different reasons, but I think reaching back into our archives in our brains and thinking about why we did it or why we, I think that you’re right, why we continue to do it is a, is a really good exercise. Chip Griffin: Yeah, I mean, I, and, and I’ve said over and over again over the years that, that I think too many agencies operate on inertia, as opposed to any kind of a, a fundamental strategy. And so, you know, it’s very easy to say as, as I’m sure many people ask you as they do me, well, what’s the, what’s my next step? Here’s where my agency is now, what, what should I do next? And the answer is very different depending on what you’re trying to accomplish with the business. So trying to think back to those early days and what motivated you to start the business. Evaluate it because it, that may have changed, right? You, you may have started it because it served a particular need in the moment, and maybe it’s different today, but thinking about that and thinking about what you really want from the business is usually a better way to come up with strategic decisions than it is to say, well, what do other agencies like mine do when they get to this stage of growth or to this challenge? It’s, you really need to to match it up because otherwise, what’s the point of taking on all of that risk and stress of being a business owner? Gini Dietrich: Yeah. I mean, a really good example of that is I really thought I wanted to build a great big agency with hundreds of employees and, and clients around the globe and all of the, all of the things. And as I started to grow and we got to about 30 ish, 33, 32 people, I realized that’s not what I wanna do. Right. It was not enjoyable. I had built a company that I was not thriving in, that I didn’t enjoy leading. You know, I was dealing mostly with HR issues and not doing the work. And so the, the Great Recession did afford me the opportunity, unfortunately and fortunately to kind of take a step back and, and think about what kind of business do I want to have? And what kind of business do I want to lead? And while we’re back up to that same size, it’s a different structured business that allows me to focus in on the things that I do best and do the things that I enjoy versus HR ’cause that is not something I enjoy at all. Chip Griffin: I, I think I’ve yet to meet an owner who likes, enjoys doing HR or accounting or those sorts of things. Not fun. There are some who do it well. But don’t enjoy it. But I, I don’t think I’ve found any that actually enjoy doing it. So, but, but I think that, you know, as you think back to those early days and you think about what motivated you, it can often help you to figure out, you know, what is, what is that spark that you need in the business for you to either continue enjoying it for a longer period of time or bring back some of that, that joy that you had in those early days. Because I know a lot of agency owners these days are, are frustrated and, you know, trying to figure out how to change things for the better. And I think part of the way you inform yourself of that is by thinking back to those early motivations and figuring out how you can inject more of that into your business today. Gini Dietrich: Mm-hmm. Yeah, I think it’s, I think it’s really important to do that. And I think there, you know, for me personally, I get really passionate and enjoy my job when I’m learning and doing new things. So artificial intelligence, of course, has been a great big thing for me because I’ve really enjoyed learning it and understanding it and implementing it into my business and then taking it to clients. You know, last month we launched the PESO operating system, AI edition, where the AI prompts you instead of you prompting it. So it will say, what are your business objectives? What are you trying to achieve? What are your audiences? What are your messaging? And then it builds a PESO program for you that’s fully integrated versus you saying I need you to act like a marketing director who can, who understands PESO and can build this and this. It’s that. So I like, those are the kinds of things that really get me excited. And building those kinds of things gets me excited and motivated. So it’s, it’s easy because I understand that about myself. It drives my team crazy ’cause they’re like, oh, she’s got something new. Or my, their favorite thing is, I had an idea. And they’re like, oh no, no, not again. But that’s what keeps me, yeah, that’s what keeps me motivated. So finding a way to understand what brings you joy in the business, I think is incredibly important. So that without exhausting your team, of course, but doing it in a way that keeps you motivated and, and not burned out. Chip Griffin: Yeah. One of the things that always used to, to drive my teams nuts was I would say, you know, over the weekend I was playing with this new thing. And, and you could just see the looks on their faces and they’re like, oh, this is a lot more work for me now. Gini Dietrich: This is gonna be fun. Yep. Chip Griffi

    20 min
  5. Embracing innovation to survive and thrive in 2026

    12/11/2025

    Embracing innovation to survive and thrive in 2026

    In this episode, Chip and Gini discuss the importance of strategic planning for 2026. As they near the end of 2025, they emphasize the need for agencies to set themselves apart and adapt to the evolving landscape, particularly through the effective use of AI. Despite ongoing economic challenges, they highlight the potential for AI to enhance both efficiency and strategic thinking. Chip and Gini also stress the importance of refining the ideal client profile and taking calculated risks. They share their personal experiences with using AI to assist in planning and decision-making processes, pointing out both the benefits and limitations of current AI technology. Key takeaways Chip Griffin: “I do think more than ever, continuing forward on the path that you’re on for the vast majority of agencies is not a good idea. I think most agencies require at least some modest course correction and some more than that.” Gini Dietrich: “Really think about how you can set yourself apart and get in front of prospects now and in January so that you can be doing the things that will help you scale and grow and be sustainable for the future. And some of it’s not gonna be fun.” Chip Griffin: “I think really refining that ideal client profile is something that most of us ought to be taking a very close look at for 2026 in our planning process.” Gini Dietrich: “Be willing to try some things and take some risks and see what works and see what doesn’t work, and then go move on to what works and try again.” Resources The Ragan article regarding upskilling and improving AI skills Related Planning for agency growth Using the AIM-GET Framework to drive your annual planning How to involve your team in annual planning for your agency and its clients Look to your track record as you define your agency’s ideal client View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, I’m, I’m flipping through the calendar here, you know, ’cause I still have a paper calendar. Of course. I mean, who doesn’t? Gini Dietrich: Of course. Right. Chip Griffin: And it looks like we’re almost to the end of 2025. Gini Dietrich: We, we are. Which is crazy. Crazy. Chip Griffin: Which, which means that 2026 is right around the corner. Gini Dietrich: Yes. Yes it is. Chip Griffin: And what do we usually do near the end of each year? Gini Dietrich: We plan for the following next year. Yeah. Chip Griffin: And, and we have an episode talking about that. So when we have no other good ideas to bring to the table, we turn to the trusted proven stuff from the past Gini Dietrich: 2026. I mean, we could talk about 2026 trends. We could talk about 2026 AI things, but I think planning for our business growth is good. Chip Griffin: Yeah. That all goes into planning, right? So, I, and, you know, I, I’m, as long as we don’t do predictions, I’m fine. I hate predictions. Gini Dietrich: Oh, shoot. Let’s do predictions next week then. Chip Griffin: No, no, no predictions. No, that’s, that drives me up a wall. Gini Dietrich: Note to self. Note to self. Chip Griffin: And I, and I know we are just, you know, probably days away from the flood of Gini Dietrich: Yep. Chip Griffin: Articles and Yep. And podcast episodes and videos with everybody making their predictions for the year ahead. Yep. Just stop it. Gini Dietrich: Yep. Chip Griffin: So my prediction is we will see lots of predictions. Gini Dietrich: That is a good prediction. I think you’re probably going to be right. Chip Griffin: It seems pretty likely. Gini Dietrich: I’d bet on it in fact. Yeah. Chip Griffin: Yeah. Mm-hmm. Alright, so as we start thinking about 2026 planning, let’s look at it for through the, the lens of, of what, what we might do differently in thinking about 2026 than we typically do. Right? Because we, there’s plenty in our archive where people can go back and listen to us generally talk about planning. I’m sure we’ll touch on some of that in the next 20 minutes. I don’t wanna disappoint listeners. We, we will, you know, reach back to the things that we’ve talked about before, but I think it’s helpful to, to think about, you know, what’s, what’s different about 2026, and I think you’ve already hinted at one of the key things. Gini Dietrich: Oh, AI for sure. Yeah. I saw a really interesting post on LinkedIn from Parry Headrick who was talking about how he used to work for Shift and he was the VP of the San Francisco office, I think, and he said, you know, this was during the recession and I was… Anybody who was in business during the recession knows all of your business went away. It was not a fun time to be in business at all. And he talked about how he went to the office every single day for months on end, and he made cold calls to tech firms and he, he would say, we can do like a PR plan for you, a PR 101 like, and he said one out of every 100 calls accepted the offer. And then they went all out and created a really strategic, as much as it could be, plan for these companies. And gave it to them for free so that they had, they could generate some business. And he said that that was one of the things that kept the office going during that time and how miserable it was. Like he talked about it was boiling the frog, like it was miserable and it was not enjoyable. It’s not why he was doing that job, but they had to keep the office open. And I think that, I read that and I thought, you know, that’s really interesting as we think about 2026 because the last couple of years for agencies have been miserable. We have been slowly boiling the frog for sure. And you know, I have a lot of friends who have laid people off, some have gone out of business, some haven’t gone outta business, but don’t have any clients. Like, it has been rough. And I’m not sure that 26 is going to be much better. So I think one of the things that I will be advising people is, and, and for us too, is really think about how you can set yourself apart and get in front of prospects now and in January so that you can be doing the things that will help you scale and grow and be sustainable for the future. And some of it’s not gonna be fun. It’s not. Chip Griffin: Well, you’ve, uh, certainly taken this on a depressing turn here. Gini Dietrich: I mean, we can talk about AI too, but Chip Griffin: I mean No, I mean, we can, we can talk about how miserable and awful things are for everybody. Uh, that’s, Gini Dietrich: it’s been rough. It’s not like it hasn’t been rainbows and unicorns. It hasn’t. Chip Griffin: No, it, it has, it has not been rainbows and unicorns. But I, but I would also, I would, I would push back a bit. I, I don’t think we’re as bad as ’08 or ’09, or back in the early two thousands. I don’t think it’s, it is not as widespread as it was back then. I’m certainly in the agencies that I’m talking with, seeing a lot of agencies that are struggling, most, not catastrophically, most just kind of, you know, sort of malaise is, is the word I would use. Yeah. It’s good for it. And there are still some that are actually doing quite well and, and even growing. So that, to me, that is a little bit different than what we’ve seen in, you know, in  08 or ’09, or during the pandemic. Certainly. You know, where it was pretty much… I guess even in the pandemic, we had pockets, right? The, the digital firms did well because everybody had to transition from doing things in person to doing things electronically. But it, it’s just… so, I, I think we’re in that general period of malaise, you know, sort of in, in my mind, I’m old enough, I, I think Jimmy Carter, right? You know, you just sort of think, ehhh, you know, and, and how America of the late ’70’s was. And so there’s some of that, at least within the economy and, and certainly in, in the agency space. So I think that that part of the, the challenge here is that it is not as simple an explanation as to how you get out of it. Right. I mean, back in ’08, ’09, it’s like, okay, well the economy just has to come forward. And in this case, part of it’s the economy, but part of it is the, the shifting nature of the relationships between agencies and brands, and other organizations. And so I, I, I think that one of the reasons why some agencies are struggling is because they’re not taking a fresh look. At what they do, how they fit into that picture. And I think there needs to be a lot more creative thinking. And I think AI is a big driver of it, not necessarily in the, in the way that people think, though I don’t, I don’t see AI as taking away agency work. Mm-hmm. I see it as agencies just haven’t figured out how to capitalize on it effectively. And, I think that there is tremendous opportunity for those agencies who are willing to adapt their service offerings with and without AI. And moving forward in a way where they’ll leave behind a lot of of other agencies that are more committed to just plodding forward and doing the same old, same old, and, you know, sprinkling in a little bit of AI here and there. Gini Dietrich: I read a really interesting article a couple of weeks ago and I’ll see if I can find it so Jen can include it in the show notes. I’m sure it’s in my history somewhere, but it talked about how, you know, we’ve seen all of these layoffs at all these large companies in the last couple of months, you know, thousands and thousands of people. And they’re telling, most of these

    23 min
  6. Balancing skills and personality when hiring a new team member

    12/04/2025

    Balancing skills and personality when hiring a new team member

    In this episode, Chip and Gini discuss the complexities of hiring in growing agencies. They highlight the challenges of finding skilled, reliable employees who align with agency values. Sharing personal experiences, Gini explains the pitfalls of hasty hiring and the benefits of thorough vetting and cultural fit. They stress the importance of a structured hiring process, including clear job roles, career paths, and appropriate compensation. They also underscore the value of meaningful interviews, proper candidate evaluations, and treating the hiring process as the start of a long-term relationship. Lastly, Chip and Gini emphasize learning from past mistakes to improve hiring effectiveness and employee retention. Key takeaways Chip Griffin: “When we talk about retaining employees, it goes back to how the interviews went.” Gini Dietrich: “You’re gonna be working with this person eight hours a day. You should have a real meaningful conversation with them. Don’t ask if you were a tree, what kind of tree would you be?” Chip Griffin: “If you’re going to have members of your team interviewing, you need to make sure that you’re educating them on how to do it well. And how to do it without causing problems.” Gini Dietrich: “They say, hire slowly and fire fast for a reason, because you have to be really meticulous about who you hire. So that they do last. So they are a culture fit, so they don’t miss deadlines, so that they are getting the work done that you need done.” Related How to onboard new agency employees Get over your fear of hiring employees Hiring the best employees for your agency How to hire agency employees Setting honest expectations for your agency employees from the start Focus on agency employee retention View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini, a few weeks ago, I think I fired you. Today, you’re hired, Gini Dietrich: You keep playing with my emotions. I don’t know how to do this anymore. I’m fired. I don’t get paid. Now you’re rehiring me. I don’t know what to do. Chip Griffin: Yeah, it’s difficult. Anyway. It is what it is. But no, we are gonna talk about hiring today because we are, you know, we can’t just talk about all the bad things. So, we’ll, we’ll spend some time talking about something that is overall more positive. Because if we’re hiring, hopefully that means that we are growing, or at least we have the need for additional resources, even if it’s replacing someone who has left. But it is something that is very challenging, so it can create its own problems along the way if you don’t do it right. So this is, something that comes from one of our favorite topic inspiration sources. Reddit. I know it’s a place that you live and breathe. Gini Dietrich: And by favorite, we’re using quotes “favorite”, scares the crap outta me. But ok. Chip Griffin: You are on Reddit all day every day. Just kind of combing around to see what conversations you can jump into. But this is one that was on there, probably a while ago honestly, it’s in our topic document. We didn’t date it, so I, I can’t tell you how long ago it was, but, what it says is, hiring the right people is harder than it looks. Finding skilled, reliable people who align with your values is a challenge. Early on, I rushed hires and paid for it in missed deadlines and miscommunication. Now I take more time to vet people and focus on cultural fit as much as skills. So I thought it would be helpful for us to have a conversation around how we approach the hiring process. How do we find the right fits? How do we vet those fits? And how do we frankly think about going from hiring them to, to beginning to on onboard them. We’re not gonna talk about the full onboarding process, but just sort of, you know, that, that evolution of saying, Hey, I need this role. Where do we go from there? Gini Dietrich: Yeah, it’s, it’s funny you say that this is our topic today. ’cause just the other day I was thinking about some of the very early hires I made that didn’t work out. And all of the mistakes I made in, in hiring them. And I will say that one of the biggest mistakes that I make is I meet somebody online who has the right skillset from a paper perspective, resume perspective, and I just hire them. I’m like, oh yeah, you, you look like you can do the job. And we may have a conversation, but there’s no, like, thought about it. There’s no interviewing for skills. It’s more just like a, a conversation to see if we, we might be able to work together. And every time I have done that, it has not worked out. So earlier this year I hired a chief learning officer to help with like certification and, you know, all the professional development things we do on the PESO model front. And about three or four months in, we both realized that, that that while she can do that job and she’s great at that job, she would be more valuable as a chief operating officer. So we switched her over. And let me tell you, being professionalized on the hiring front is phenomenal. I mean, she has set up interview guides, so like if you are an assistant account executive, and this would be somebody that you report to maybe two or three levels up, and we’re having you interview, you have a set of questions. If you’re the direct report, you have a set of questions. So we, like, she’s created all this. She’s created salary bands and like, you know, a career path for everybody where from where they start and she’s done, she’s done it in such a way that it isn’t bloat, but it’s just kind of professionalized the way that we do things. And you don’t have to hire a chief operating officer to do this, like I know you, you like to talk. Patrick is your go-to person from an HR perspective, someone like Patrick can help create these things so that you can professionalize it because as they say, hire slowly and fire fast. That quote is there for a reason, because you have to be really meticulous about who you hire. So that they do last. So they are a culture fit, so they don’t miss deadlines so that they are getting the, the work done that you need done and you’re not being, like, I have been in, in the last 20 years of just hiring people I like. Chip Griffin: Yeah. And, and I, I mean, I think that, you know, you’ve touched on some important things here and, and you do have to have some sort of a process in place. It doesn’t need to turn you do into a bureaucratic circus, Gini Dietrich: You do, right. Chip Griffin: But at the same time, you need to have a process. And, and it really, to me, starts with being clear about what it is that you need. And who it is that you’re trying to hire. And, and too often when we’re trying to hire, it’s either because someone has left or because we’ve got a new client. And so our, our mindset is we need to get someone in here quick because we’ve gotta relieve this pain and this pressure. But that often leads to some of those bad decisions because you’re not really evaluating. Not even just the individual, but the role. Mm-hmm. And you need to think through, you know, what do you actually need at any given point in time? And it’s one of the reasons why I am a very strong advocate of only hiring, particularly in small agencies, only hiring one person at a time, one role at a time. Gini Dietrich: Yes. Yes. Chip Griffin: Because every time you add someone new to the mix, it changes a little bit what you think you might need in the next one. And if you hire two people simultaneously, it increases the odds that you don’t actually have the right mix of talent on board. So you’ve gotta be crystal clear with yourself about what you’re looking for, but to your point, you also need to have a process in place that helps to understand what are our salary bands, what are our titles? How does this fit in? What is their growth path? Because those are questions you will get during the interview process. And if you’re not clear about those things going in, you will either overpay or underpay or assign the wrong title. Or frankly, get the wrong person because you’re not thinking about it in the big picture. So put the thought process in upfront, and that is the, to me, the first step in making sure that you make as good a decision as possible. Accepting that frankly, a lot of hiring decisions are gonna be wrong. Right? Even of course, even, even the, of course, even the best organizations, of course with the, with robust HR teams and, and talent evaluation, they still have a lot of misfires, so you can’t beat yourself up over those. But you’ve gotta increase your odds by having the right thought process and structural process in place. Gini Dietrich: One of the things that, you know, early on I would do when I didn’t have a team who could interview people, I would ask my business coach, or I would ask, you know, friends that were in the industry, other agency owners, if they would participate in some interviewing, just to kind of get me out of the Gosh, I really like this person. I think we’ll work well together. And, rather than, gosh, I really like this person and I think they can do the job right. So just having different outside perspective helped me when I didn’t have a team that could also do the interviewing. So I think, you know, doing that kind of stuff too helps. And I also think that, you know, I, one of the biggest mistakes, and you touched on this that I’ve made, is not having that career path or clear career path. Because people come

    21 min
  7. Firing underperforming team members

    11/13/2025

    Firing underperforming team members

    In this episode, Chip and Gini tackle the difficult subject of firing an underperforming and problematic employee. They discuss a real-life scenario where an employee with a bad attitude refuses to do their work, causing frustration among team members. They advise against prolonging the inevitable firing decision, suggesting that acting swiftly can alleviate overall team stress. Both hosts share insights on why Performance Improvement Plans (PIPs) are largely ineffective, stressing the need for proper documentation and the guidance of an HR advisor during termination processes. Additionally, they highlight the importance of showing proactive steps to the remaining team to mitigate the workload burden and maintain morale. The episode emphasizes the critical role of leadership in making tough decisions for the greater good of the team and the business. Key takeaways Chip Griffin: “When it comes to firing, I am much more a fan of just ripping that bandaid off and being done with it.” Gini Dietrich: “I’ve never seen a PIP work. It’s essentially a 30 day notice.” Chip Griffin: “Usually by the time that you’re even thinking about firing someone, you probably passed the point where you should have done it already.” Gini Dietrich: “Every single agency owner should have a bench of contractors that they have relationships with, that they’ve worked with before, that they can bring on and off the bench when necessary.” Related Building your agency’s bench ALP 22: How to fire agency employees Why Performance Improvement Plans don’t work View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I’m Gini Dietrich. Chip Griffin: And Gini… Gini Dietrich: I’m so excited Chip Griffin: you’re fired. Gini Dietrich: I knew you were going to fire me. Chip Griffin: Maybe not, because if I fire you, then I have to just talk all by myself, so that might be too much work for me. So maybe I’ll put you on a PIP instead and we’ll just think about it and then we’ll come back and figure out if it makes sense. No, I don’t know about that either. I just don’t know what to do. Gini Dietrich: Yeah. Hmm. Well. I guess you could find a replacement. Do you have a replacement? Chip Griffin: I don’t, Gini Dietrich: well start there. Chip Griffin: I don’t know that anybody else would, would wanna put up with having to do this with me every week, so that could be a problem. Gini Dietrich: Truth be told, it is kind of fun, so people would be missing out, but I don’t wanna be fired. Chip Griffin: Okay. Well. I’m fine. I won’t fire you. You’re unfired. Gini Dietrich:  Okay, great. Woohoo. Chip Griffin: So we are gonna talk about firing, but I, it’s not about firing either one of us, it’s about firing employees. And I guess I’ll let you set this one up, but it, it’s a, a question that showed up in an online forum about an underperforming employee. I think that’s fair to say. Gini Dietrich: Yeah. Chip Griffin: And an owner trying to figure out what to do about it. Gini Dietrich: I mean, yeah. The, the gist of it is that there’s an over an underperforming employee, with a terrible attitude who refuses to do work. She gives it back to her manager regularly. She doesn’t share information. She hoards stuff. But my friend was like this is a problem. She needs to be fired, but we don’t have an immediate replacement and it will put her work on others. And I was like, okay. She’s already, other people are already doing her work, especially if she’s giving it back to her manager. Other people are already doing her work. And the, the way I look about the, at these kinds of things is the team is already frustrated by the time it gets to you. The team is super frustrated with this human being. They don’t wanna do their work anymore. They’re tired of, of standing out for them. They’re tired of helping out. And so they’re looking to you to be the leader. They’re looking to you to make the tough decision. And when you waffle like this, they lose respect and trust in you because you’re not able to make that decision. So trust me when I say that, they would much rather you fire them and take the extra work than to keep going in this manner. Chip Griffin: Yeah, and I, I mean, I’m, as we say at the end of every episode, it depends, you know, I, I think there are things you need to, to think about here. And there have certainly been occasions where I’ve held on to employees until I had a replacement because I, I needed the bandwidth, right? Sure. But there’s a difference in what you’re describing here or what your friend describes where I, I think of this as a diseased employee, if you will. Yes. Right. Because they, they have a bad attitude, which in almost all cases affects the rest of the team. Gini Dietrich: Yep. Chip Griffin: And so it’s not that they’re just not as productive as they could be, but still get along well and, you know, kind of try their best. We’ve all had team members, I’m sure over the years that fall into that category where you’d like to replace them, but they’re not, they’re not doing harm. They’re just not, they’re not living up to the potential that you would like to see. Those are cases where I think it can make sense to, to make sure you have a replacement lined up before you take action. Sure. But in a case like this where you have someone who is actively contributing in a negative way to the business. I’m, I am much more a fan of just rip that bandaid off and be done with it. Because to your point, your team is already looking at you and saying, why aren’t you doing something about this? Gini Dietrich: That’s right. Yep. They are. And I think if you, you can’t do this from an HR perspective, but if you polled your team and said, what do you think? They’d all be like we don’t know why she’s still here. Like, come on. Chip Griffin: Yeah. Please do not treat this like Survivor. Do not take a vote of the team. Right. As to whether someone stays or goes. That’s that is Gini Dietrich: it’s a bad idea. Chip Griffin: It is derelict of duty. It may well be illegal or at least problematic. Just, no, don’t do that. Gini Dietrich: But if you did, they would all vote her off the island. Chip Griffin: Yes. More often than not, when you terminate an employee, the other team members that you have will be like, oh, finally. Gini Dietrich: Finally. Yeah. I also think you’re right that when you have somebody who’s negatively affecting the organization, they, you know, it’s the bad apple, but spoils the whole lot, right? So then they start to influence how other people feel. Correct. And maybe someone was feeling a little burned out, or maybe somebody was annoyed about something. Well, now they’re listening to this person go on and on and on all day long. And they start, that little annoyance becomes something bigger and all of a sudden you have a bigger cultural issue on your hands than just one terrible employee that you should just rip the bandaid off and get rid of. Chip Griffin: Yeah, I mean, it doesn’t make it any more pleasant that, you know, to go through it, but it’s, it’s important and it will help your business overall. One of the other questions that I believe was asked in this particular scenario was, should there be a PIP? Please don’t do PIPs. Unless, unless your HR advisor tells you you need to do a PIP in order to lay the proper groundwork for whatever the particular scenario is, please don’t do them. Don’t, or let, let me put it this way, don’t do a PIP anticipating that it’s going to have any impact. Gini Dietrich: Yes,  it’s essentially, a 30 day notice. Chip Griffin: Because I can think of maybe one scenario over the course of my career work, a PIP actually worked to turn an employee around. Gini Dietrich: Yeah. Yeah. It’s essentially a 30 day notice. It’s like we’re giving you 30 days. You’re not going to be employed here anymore, is essentially what it’s, I agree with you. I’ve never seen it work. Chip Griffin: Yeah. And so if, if you’re doing it for HR protection, fine, go for it. You should absolutely. Anytime you’re looking at terminating an employee, you should always talk with an HR advisor, employment attorney, whoever it is that you work with, just to make sure that there’s not something that you’re overlooking, that there’s some possible claim there that you need to address carefully and make sure that you dot your T or dot your I’s cross your T’s, Gini Dietrich: dot your T’s. Cross your i’s Chip Griffin: dot your T’s too. I mean, you know, whatever it takes. So you absolutely wanna make sure that you’re, you’re doing those things correctly and appropriately for the rules and regulations that apply in that particular scenario. But if you are doing it because you think it’s gonna work, a PIP will not work. Gini Dietrich: Yep. 100%. I’ve literally never seen it work. You’re exactly right. So I, and I agree. You know, we have an HR leader on our team, and she, she has us do PIPs, but it, it is too just, she’s super, super risk averse and super conservative. So it’s, you know, very much to protect the business. And I’ll say that she has gotten me in a good practice of documenting everything, which as a business owner I was not very good at before. But she has definitely gotten me. So even if you don’t have, even if you’re not gonna do a PIP, I think it’s really important to document, document, you know, co

    16 min
  8. AI myths agencies must avoid

    11/06/2025

    AI myths agencies must avoid

    In this episode, Chip and Gini discuss the growing concerns surrounding AI in the agency world. They highlight the irrational fears and cyclical nature of technological disruptions, drawing comparisons to social media and content marketing trends of the past. The hosts argue against the notion that agencies should discount services due to AI efficiencies, emphasizing that AI should be seen as a tool to enhance productivity and strategic value rather than a cost-cutting measure. They stress that agencies should focus on delivering more value and maintaining regular client communication instead of simply protecting existing revenue. The discussion also touches on the importance of transparency in AI use without oversharing minute details. Finally, they underscore the benefit of quarterly planning to align agency efforts with client business goals, thus fostering stronger client relationships and ensuring mutual success. Key takeaways Chip Griffin: “Take ourselves out of the mindset that the AI is coming in and so we need to protect what we have. Instead, we should be thinking about how can we elevate, how can we produce more and better results for our clients?” Gini Dietrich: “Just because you’re faster at some mundane, laborious task does not mean that you should reduce your fees.” Chip Griffin: “Getting into the nitty gritty of your AI usage is sort of like explaining to a client whether you’re using a landline or a mobile phone to reach out to reporters. It doesn’t matter.” Gini Dietrich: “The strategy stays the same. The best practices stay the same. The tools have changed and the tools continue to change.” Related AI should be your agency’s friend, not foe Agencies succeed through consistency and evolution Setting AI policies for your agency View Transcript The following is a computer-generated transcript. Please listen to the audio to confirm accuracy. Chip Griffin: Hello, and welcome to another episode of the Agency Leadership Podcast. I’m Chip Griffin. Gini Dietrich: And I am Gini Dietrich. Chip Griffin: And Gini I, I think that AI is making people crazy. They’re losing their minds and acting irrationally. Gini Dietrich: Yes, yes. I completely agree. Some of the stuff I see online, I’m like, you guys, Chip Griffin: take a deep breath. Gini Dietrich: Breath, everyone. Take a deep breath. Stop clutching your pearls. It’s okay. Chip Griffin: Well, maybe the AI really has become sentinent and – sentient – and the, the robot overlords are doing this intentionally to make us go crazy and eat each other alive. Gini Dietrich: Maybe, maybe. Although this happened with social media, it happened with content marketing. It happened with blogging. Here we are with AI. Everybody’s freaking out. Like, this is cyclical. Everyone’s gonna calm down. It will be okay. Chip Griffin: I don’t know if they’ll calm down, but eventually they’ll, they’ll come to the realization that perhaps it isn’t what they thought it, it was, and that it is, it is important. It is useful. It is valuable. It is not something that upends absolutely everything we do every moment of the day and we need to orbit around it. I mean, it just, it really does remind me of those early days of social media where, you know, you’d see these, these articles and posts about, oh my God, CEOs, they need to be blogging and they need to be blogging every day. And I don’t care how big your company is, the CEO needs to write those blog posts themselves. Ghost writing is an evil thing and we shall not do it. And if we do have it ghost written, we must disclose on that blog post or article that this was ghost written and not actually written by the CEO. Because we all believe that CEOs write their own darn stuff. Gini Dietrich: Yes. Yes. That’s why I say it’s all cyclical. Everyone calmed down. It’s going to be okay. That said, I happened upon the LinkedIn post by a second connection, who’s a chief marketing officer, and it essentially said, I’m trying to figure out how to manage my agencies who are using AI and how to ask what kind of discount and how to ask for a discount, because I know they’re using AI. and I was just like, there is no discount because you’re, they’re using AI. They’re able to focus on other things because of that, and they’re able to be more strategic in some areas because of it, but they, they should not be giving you a discount, just like the surgeon doesn’t give you a discount. Because the imaging is faster. You shouldn’t like the same. You’re not. Just because you’re faster at some mundane, laborious task does not mean that you should reduce your fees ever. Drives me freaking nuts. Chip Griffin: Yep. And I would absolutely agree with that, with the asterisk that if, for example, you are being hired to do writing and the AI does all the writing and you don’t edit and you don’t do anything else, and so you know you’re spending 10 minutes on it instead of 10 hours. You absolutely should be either figuring out how you can do more for the client, correct. Or you should be reducing your rates. Yes. Because it is, you know, I love all the talk about, you know, value-based pricing, which we talk about all the time, and certainly there are a lot of people who say, well, it doesn’t matter if I use AI to do it. They’re getting the same value out of it. Well, they are and they aren’t because they could do the work themselves if they wanted to in less time with less cost. And so. You’re not really creating that value anymore if the AI is doing it totally on its own and it doesn’t have anything to do with the prompts that you’re writing or, or the management of the whole process. And all of those things do take time, by the way. Mm-hmm. So we shouldn’t, we shouldn’t forget about that. Right. Particularly when we’re thinking about our own agencies and how we can be more efficient, the time it takes to manage the AI matters. We’ve talked about this recently. You cannot allow those things to, to be forgotten about. And so all of that does go into it. But the, I mean the comments on this post were just other worldly and there was another AI post recently as well that I saw and, and I mean, so we’ve got people out there who are like… CMOs want agencies to reduce their fees because they’re using AI. We’ve got a whole discussion around, well, we need to be transparent and tell every possible use of AI that we have and be really clear about it with our clients. This is how we’re using it exactly. And this is, and, and people say you can’t do hourly billing anymore because of AI, and so you must go to value-based pricing. And I mean, just all of this stuff. Take a breath, folks. Take Gini Dietrich: Yes. It’s a breath. Okay. Chip Griffin: Again, it is a tool, it is a valuable tool, but it is a tool. Gini Dietrich: That’s right. Chip Griffin: And it doesn’t mean that you just throw everything out and start over on either side of the agency client relationship. Gini Dietrich: Yes. Yeah, that’s absolutely right. I, I say this all the time, you know, like in other podcasts that I’m being interviewed on or webinars, whatever, the strategy stays the same. The best practices stay the same. The tools have changed and the tools continue to change. The tools have changed dramatically in the last 15 years. Use the tools to make you more effective and more productive. But like I said, the surgeon is still going to charge you what they charge you for brain surgery. Regardless of how fast the imaging is, regardless of how fast you get your MRI results back, like the, it doesn’t matter. Your expertise is over here in the surgeon bucket, not in the imaging bucket. So remember that. Like the, the stuff that you can do just because you’re faster at creating drafts or you’re faster at predicting outcomes or you’re faster at results reporting does not mean that the real value in what you provide in strategy, the creativity, the innovation, the ideas, all of that is what they’re paying for. They’re not paying for the output over here. Chip Griffin: And we need to take ourselves out of the mindset that, that the AI is coming in and so we need to protect what we have. Instead, we should be thinking about how can we elevate, how can we produce more and better results for our clients? How can we be more effective, not just how do we protect our piece of the pie? Keep doing things the way we always have. If you wanna keep doing things the way you always have, yes, you will suffer in this new environment. Absolutely. You absolutely have to grow and adapt and figure out how this helps you. But that’s no different than, as we’ve said before, you know back 30 years ago when we shifted from faxes to emails. Right, right. That made you more efficient in being able to communicate with other people. Yes. You didn’t have to be on the phone. You didn’t have to send a fax. Yes. Or a telegram or any of these kinds of things. And yes, I’m old enough to have received telegrams, so in fact, when I worked on Capitol Hill, we would get a delivery of telegrams on a regular basis. Gini Dietrich: For real? Chip Griffin: For real. For real. It was still a way. In the early 1990s, that was still a way that people communicated with Congress. They would send telegrams to express their opinions. Gini Dietrich: All right. Chip Griffin: You know, I don’t know why, but Gini Dietrich: I hate you. Stop. Please vote differently. Stop. Chip Griffin: I mean, the thing is, today if you, if you mention a telegram, people are like, what is that? They don’t. Gini Dietrich: Right. Right. Chip Griffin: They don’t, they, they, they’ve never even heard of it, you know?

    21 min
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About

Chip Griffin and Gini Dietrich share practical advice for PR and marketing agency owners build better businesses.

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  • Creator
    Chip Griffin and Gini Dietrich
  • Years Active
    2018 - 2026
  • Episodes
    100
  • Rating
    Explicit
  • Copyright
    © Copyright Small Agency Growth Alliance
  • Show Website
    Agency Leadership Podcast