How to run an agency performance review
By Joel Andren · Published by PressFriendly, a PR agency · Reviewed October 13, 2026 · Editorial standards · 1 of 3 in this section
Raise a concern while there is still a chance to fix it. Explain what you expected, give a few concrete examples of the gap, listen to the agency's view, and agree on what happens next.
Prepare the points that matter
Read the scope and recent updates. Choose examples that show the issue clearly: missed work, weak ideas, repeated errors, poor communication, or results that need a better explanation.
Separate observations from conclusions. “We have not received the two drafts we agreed on” is something both sides can check. “You have lost interest in us” assumes a cause you may not know.
Also consider whether your team missed approvals, introductions, or interviews the agency needed.
Have the conversation with people who can change the work
Tell the agency lead what you want to discuss so they can prepare. Include whoever on your side can agree on priorities or scope. Bring in other people only when their decision or expertise is needed.
A fictional opening might be: “We expected two customer stories to be ready this month. Neither is ready, and we do not understand what is blocking them. Can we walk through what happened and agree on the next step?”
Ask for the agency's explanation. You may discover a company dependency, an unclear priority, a staffing problem, or a genuine difference in expectations.
Match the next step to the cause
Possible changes include:
- supplying missing information or customer access;
- narrowing the scope to the work the team can support;
- revising the story or audience;
- improving turnaround or communication;
- changing the day-to-day lead; or
- correcting reports so progress is understandable.
Ask the agency to recommend how it would solve an execution problem. Give it room to use its expertise while being clear about the result you need from the working relationship.
Agree on a realistic review date. A late draft can have a new delivery date; a different media approach needs time to generate useful feedback. Independent coverage should not be promised as a cure.
Write down the agreement and follow through
Send a short recap of the problem, agreed actions, each side's contribution, and the next review. Invite corrections if you understood something differently.
If scope, fees, term, or other contractual commitments change, record them through the agreement's amendment process. Keep a routine performance discussion separate from a formal breach notice.
If trust is intact, see whether the agreed changes happen. If they do not, use the pause, renegotiate, or end guide.
Deception, harassment, or serious confidentiality and security concerns require appropriate specialist advice promptly. They should not be treated as ordinary coaching issues.