Observations
“How to Stop Managing Marketing Contractors ‘By Hand’:” A Guide for the CEO
You hired a marketing agency and several freelancers to free up your time so you could focus on strategy. But what actually happened? You’re now consumed by an endless stream of managerial tasks.
The media buyer sets up advertising campaigns, the designer sends layouts via email, the copywriter waits for edits in Google Docs, and the agency sends reports on WhatsApp. You have transformed from a director into a “dispatcher” who manually coordinates the work of a dozen remote specialists. The paradox is that delegation, which was meant to save time, has started to take even more of it.
The problem isn’t that you have “bad” contractors. Rather, you lack an operating system for working with them. You delegated tactical tasks to them but kept the most complex task for yourself: managing the manual process.
This article aims to provide you, as a leader, with a simple, implementable model for such an “operating system.” We will break down four key components that will allow you to get predictable results from contractors while spending no more than two to three hours a week on management. This is a guide for reclaiming your time.
Component No. 1: “A Single Control Panel” (System and Communications)
Chaos in managing contractors always begins with chaos in communication. When tasks are assigned in one messenger, revisions are discussed in another, and results are sent by email, you, as the leader, become the sole “hub” responsible for keeping track of everything. This leads to lost information, missed deadlines, and personal burnout.
The only solution is to implement a non-negotiable standard that requires all work-related communications tied to tasks to take place in a single project management system. This system could be Asana, Notion, Trello, Jira, Bitrix, or another platform.
It is your “single control panel.” All tasks, their descriptions, owners, deadlines, files, comments, and final results live only there. There will be no more “I sent it to you on Telegram.” If a task is not in the system, it does not exist. If a report is not submitted in the system, it is not submitted.
Implementing this standard yields three immediate results. First, complete transparency. At any time, you can see who is working on what and the current status of every project. Second, order. The entire history of any task is stored in one place, so you won’t need to sift through conversations in different chats.
Third and most importantly, you stop being a “dispatcher” and a “bottleneck.” The system reminds people of deadlines and stores files. You transition from being an active participant in chaos to a calm observer looking at an organized picture from above. This is the first and most important step toward regaining control of your time.
Component No. 2: From Terms of Reference to KPIs (Measuring Results)
You have organized your tasks. But how can you tell if a contractor is doing a good job? The standard approach is to evaluate based on the completed terms of reference (technical assignment). “Five posts were completed,” “Three banners were designed.” The problem with this approach is that it measures the process, not the result.
You pay for “work completed,” but that work may not add any value to the business. A beautiful banner that no one clicks on is a waste of money. An article that no one reads represents wasted money. This creates subjectivity and arguments about “personal taste.”
The second component of the “operating system” shifts the focus from evaluation based on terms of reference to evaluation based on key performance indicators (KPIs) tied to business goals. You start paying not for the process, but for contributions to results.
For example, a media buyer’s KPI is not “budget spent,” but “the cost of a qualified lead (MQL) not exceeding 50 USD.” For a copywriter writing blog articles, the KPI is not “number of characters,” but “the number of demo registrations from this article” or “a top-10 Google ranking for the target keyword.” Designers can have KPIs, too. Instead of “create three concepts,” the KPI becomes “create a visual that shows a CTR 20% higher than the current one in an A/B test.”
When you implement this approach, a fundamental shift occurs. You stop being a manager who tells people what to do. You become an investor who sets a goal and asks for the outcome. This frees you from needing to understand the nuances of targeting or design, allowing you to focus on the most important thing: return on investment.
Component No. 3: “Working Rhythm” (Transparent Reporting)
You have a task system and KPIs, yet you still feel anxious. You don’t always know exactly what contractors are working on during the week, so you have to constantly “ping” them to “keep your finger on the pulse.” This wastes both your time and their focus.
The third component of the system is establishing a predictable and mandatory “working rhythm” for everyone. You replace chaotic check-ins with regular, standardized reporting.
What might this look like? For example, every Friday at 3:00 p.m., each contractor could write a short asynchronous report directly in the task within your “control panel.” The report answers three questions: What was done this week? What KPI results did we achieve? What is planned for next week? You only need to spend 20 minutes reviewing all the reports to stay informed. Additionally, you hold a single 45-minute meeting once a month where you discuss strategy and review your KPI “dashboard.”
This rhythm creates predictability and trust. You eliminate anxiety and the need for constant control, while contractors receive clear expectations and can work calmly, knowing when and how they will report.
Component No. 4: “Knowledge Base” (Fast Onboarding)
Onboarding a new contractor is the last “black hole” that consumes your time. Each time, you must spend several hours explaining your company, product, audience, and goals from scratch to a new person.
The fourth component of the system is a single “Knowledge Base” for contractors. It’s a central location where you collect all the necessary information to get started: a concise strategy, a description of the target audience, brand guidelines, system access, KPI definitions, and links to the best past work.
Now, when hiring a new contractor, you won’t spend five hours explaining everything. Instead, you spend 30 minutes on an introductory call and send them a link to the knowledge base, saying, “90% of the answers to your questions are here—review it.” This makes your system truly scalable.
From “Babysitter” to “Architect”
It offers a “single control panel” for tasks, a focus on business KPIs, a predictable “working rhythm,” and a scalable “knowledge base.” These four components transform chaotic, manual management into a functioning operating system.
By investing time in building this system, you stop being a “babysitter” for every contractor and become an “architect” who oversees the coordinated work of a well-designed machine. Moreover, such a system acts as a filter: It attracts strong, systematic professionals and repels chaotic executors.
Which of these four elements is sagging the most for you? Start there. Save this article as a checklist for building your external team. This investment will give you back dozens of hours of personal time.
