Insights on Agency Hiring: Finding the Right Fit and Knowing When It’s Not with Justin Hall | Ep #767

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Have you defined the who in your agency’s growth journey? What are you using to guiding the type of team that will grow your agency to it's full potential? In today’s episode, our featured guest shares his experience of co-founding a digital agency two decades ago with a group of former colleagues. By bringing clients from their previous agency and leveraging a steady stream of referrals, they were able to launch and grow their business. However, he quickly discovered that attracting the right talent—especially individuals excited to join a small, fledgling agency—was far more challenging than expected.

Learn the valuable lessons he’s learned about hiring, the qualities he looks for in candidates to drive his agency’s success, and why he emphasizes the importance of acting swiftly when a hire isn’t the right fit.

Justin Hall is the co-founder and managing partner of Voxus PR, a B2B tech PR, social media, and content agency based in South Seattle. He shares the story behind how he and his partners transitioned from a larger agency to launching their own, the uncommon support from their former employer during their transition, and what’s he’s learned since about hiring and scaling.

In this episode, we’ll discuss:

• Why asking “who” matters more than “how” in agency growth.

• Balancing experience vs. potential in agency hiring.

• Be quick to act if a new hire is not the right fit.

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An Intentional Agency Backed by the Old Boss

Justin’s path to agency ownership was more deliberate than the typical accidental agency owner. He worked at a big agency twenty years ago, where he joined a group of workers who set out on their own to build an agency.

Motivated by the idea that they could figure out a better way to do things, this group ventured to start their own business. They had built a reputation for exceptional work, which earned them not just their former boss's blessing, but also the opportunity to bring several existing clients with them. In fact, Justin acknowledges that their old boss’ support played an important role in their eventual success.

It’s an extremely rare case scenario and one that was a result of the great work that these workers had done for that agency.

Why 'Who' Matters More Than 'How' in Agency Growth

When it comes to choosing a niche, Jason believes it’s a mistake to make this decision based on your personal preferences. “Do I love this particular niche?” Is not necessarily the best question to ask yourself when choosing a path for your agency. Instead, this would be a good moment to ask yourself: “Where?” and “Who?”

These questions serve as guiding principles for agency leaders, enabling them to empower their teams to make informed decisions autonomously. When agency leaders focus on the destination rather than the minutiae of the journey, they create an environment that fosters initiative and proactive problem-solving among their employees. In this sense, instead of asking HOW can I get my agency to the next level? Ask yourself WHO could help me reach that goal? And WHO do you need to become to not hold the agency back?

This mindset of surrounding yourself with the right people who can contribute to the agency's vision and help navigate the complexities of growth should also align with your recruitment strategy. As Justin has learned, leaders should be hiring for initiative and communication rather than merely filling positions based on specific skill sets.

Balancing Experience vs Potential in Agency Hiring

Once the business was set up and some clients were secured, Justin and his partners faced the challenge of scaling and adding new business responsibilities to the client work they usually handled.

Fortunately for them, the referrals poured in during the first several months, so new business was not a concern. On the other hand, finding talent willing to join a small agency was not easy. Unlike larger corporations with specialized roles and departments small agencies require employees to wear multiple hats. As Justin explains, the ideal candidate must not only excel in project management and writing but also be adept at pitching media and communicating effectively.

This recruitment challenge prompted a fundamental strategic question: should they prioritize experienced people who could immediately contribute, or invest in developing new, young talent with the right potential? Each approach has its merits. Initially, the partners sought seasoned professionals who could make an instant impact. Yet they quickly discovered that these experienced hires often required significant support and integration.

Hence, they now expand their search to also find talented young individuals fresh out of college with the right attitude and potential that could be trained to become valuable team members. The agency has adapted to offer these individuals what they would need to thrive: invested mentors and the right processes to make them the best they can be.

Making Hard Choices in Small Agency Leadership

Thinking about past hiring mistakes, Justin goes back to the need to fail fast when you’re running a smaller agency. This is true for clients and also for employees. In both cases, you’ll need to say no sometimes and be quick to find out whether or not they’re the right piece in your puzzle.

The balance between nurturing talent and recognizing when to make tough decisions is a delicate one that agency leaders must navigate. You may recognize the signs that an employee is just not right for your team but fail to act quickly and hold on to them thinking you can turn things around. It’s human nature to want to fix the problem.

For Justin, it depends on whether or not the employee is 100% invested in trying learn and get better. At the end of the day, however, if they’re not capable of fulfilling certain functions in a time-effective manner, then they’re probably the wrong fit. This philosophy is compassionate yet pragmatic. It recognizes that sometimes, the most supportive action is to acknowledge when an employee's skills and the agency's needs are fundamentally misaligned.

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