How to diagnose a stalled agency engagement
By Joel Andren · Published by PressFriendly, a PR agency · Reviewed October 13, 2026 · Editorial standards · 6 of 6 in this section
Compare what you agreed to with what actually happened, then look at the agency's work, your company's inputs, and any change in circumstances. Weak results can have more than one cause. The point of the conversation is to find a useful next step.
Separate the result from the work behind it
A quiet month does not tell you whether the agency performed well. Strong work can meet limited editorial interest; a busy activity log can also conceal poor targeting or repetitive ideas.
Look at recent priorities, representative work, reporter or audience responses, and the agency's explanation of what it learned. Ask whether the approach still makes sense for the goal.
The reporting guide explains what should already be visible in an ordinary update.
Check the parts each side could influence
| What happened | What to discuss |
|---|---|
| Facts, approvals, customer access, or interviews were unavailable | Whether the company can supply them or the plan needs to change |
| Work was late, inaccurate, irrelevant, or poorly explained | How the agency will improve delivery or staffing |
| Requests and decisions kept getting lost | A clearer main contact, request format, or working rhythm |
| News, timing, or company priorities changed | Whether to change the story, audience, scope, or schedule |
Several problems can coexist. Slow approvals do not excuse irrelevant work, and strong writing cannot create customer permission that the company has not obtained.
Be candid about your own constraints. If the agreed scope needs more executive time than you can provide, that is a reason to redesign it.
Ask the agency for a specific recommendation
“What do you think is holding this back, and what would you change?” is a useful starting point. Expect an explanation grounded in the work, not a promise that another month will fix everything.
A fictional team might find that reporters want customer evidence the company has not supplied. A sensible next step could be securing one relevant customer conversation and changing the angle around what that evidence supports.
Agree what each side will do and when you will review the result. The review should assess work quality and useful responses, rather than demand coverage by a particular date.
Decide whether the relationship can improve
If the agency listens, explains its reasoning, and follows through, a change may be worth trying. If it repeatedly misses commitments, avoids the issue, or offers no credible adjustment, consider a different scope, lead, or provider.
A material confidentiality breach, deception, or security incident needs the relevant company specialist and may require immediate action. Keep evidence and obtain appropriate advice before making accusations or deciding on contractual remedies.
Use the performance-review guide for the conversation and pause, renegotiate, or end for the decision afterward.