Let’s get real about something I’m seeing more often than I’d like.

Business owners are hiring outside vendors, contractors, agencies (hell, even consultants) to “help” them grow, scale, and simplify. But instead of easing the load, these people are creating more chaos, confusion, and stress.

That’s not help. That’s a distraction wearing a name badge.

If They’re Not Helping, They’re Hurting

Here’s the deal: Anyone you bring into your business, whether it’s a marketing firm, a fractional CFO, or a subcontracted ops expert, should serve you. Not the other way around. Their job is to create clarity, momentum, and results. Not inbox clutter and project delays.

If it feels like you’ve got to manage them more than they manage outcomes, something’s off.

So, how do you avoid this trap?

Let’s break it down into three critical stages: Set the Terms. Spot the Red Flags. Know When to Walk.

🖊️ 1. Set the Terms: Structure the Engagement in Your Favor

You’re the owner. Act like it. That means you dictate what success looks like. Not them.

Here’s what to include upfront:

• Work Product: Ensure in the contract that you are 100% owner of the work product as soon as the work is completed. You must have access to all accounts at all times. They must be willing to share login and password information.

• Clear Deliverables: “We’ll increase your leads” is vague. “You’ll get at least 50 qualified leads per month” is not.

• Ownership of Execution: They do the heavy lifting. If they’re leaning on you to make basic decisions or write their roadmap, nope. Try again!

• Timeline & Milestones: Weekly check-ins, monthly reviews, and clear deadlines for each phase.

• Exit Clause: Protect your time and budget. Build in a 30-day off-ramp with minimal disruption. Develop an exit plan ahead of time to eliminate stress later.

Think of it like onboarding a new employee. You wouldn’t hire someone without defining what they own. Treat external partners the same way.

 🚩 2. Spot the Red Flags Early

Here’s how you know it’s going sideways:

• They need constant direction. If you’re explaining things more than once, you’re training, not partnering. You hired an expert. They should already know how to do the job.

• They overpromise, then underdeliver. Classic bait-and-switch.

• You’re not seeing progress. Every week should bring measurable momentum. Yes, in a positive direction.

• You feel anxious about the relationship. That gut feeling? Trust it. Are you being treated how you treat your customers? If you aren’t a raving fan, then start looking.

When you’re the owner, you’re also the protector of your business’s energy. Don’t let a bad partnership drain it.

 👠👠 3. Know When (and How) to Walk

Exiting a vendor relationship doesn’t have to be messy. Here’s the clean break strategy:

• Plan in place from day one. Think of it like a pre-nub. Plan for a clean exit to reduce stress, business disruption, and spending more time on something unhelpful.

• Give one clear warning. “This isn’t working. Here’s what needs to change within two weeks.” Not comfortable having a difficult conversation? Let’s talk.

• Transfer knowledge. Ensure that SOPs, logins, and documents are returned to you. Double-check you have 100% control and access. You must own the work product.

• Communicate the transition. Let your team know what’s changing and who will be taking over.

• Fill the gap fast. Don’t let the exit stall progress. Have a plan B (and maybe even a plan C). This is no different from having a backup plan, just in case your best employee needs to move away.

Remember: You’re not firing someone. You’re protecting your business.

⌚ Your 5-Minute Challenge

1. List Your Current Vendors / Contractors / Agencies (1 min)

Write down every external person or group you're currently paying to help run or grow your business.

2. Score Each One on These 3 Questions (2 min total)

For each name on the list, rate them 1-5 on the following:

• Clarity: Do they have clear deliverables and deadlines?

• Ease: Are they reducing your workload, or adding to it?

• Impact: Are they driving results that matter to the business?

3. Quick Gut Check (1 min)

Circle any vendor where your first feeling is stress, frustration, or “I’m not sure what they’re doing.”

4. Decide Next Steps (1 min)

Pick ONE vendor relationship to take action on this week:

• Clarify the scope and timeline.

• Correct what’s off, and have the direct conversation.

• Cut the relationship cleanly if it’s no longer serving you. Your needs will change as you scale.

Wrap-Up Thought:
If you're paying someone to help, and you’re still the one doing the heavy lifting, you're not scaling. You're subsidizing confusion.

Ownership means calling it what it is… and taking back the wheel.

🤔 REFLECT: Your Turn

❓ Do I feel relieved or more burdened after bringing someone into my business?

❓ What would it look like if every outside partner I hired actually moved the needle instead of just moving tasks around?

Share your story at [email protected].

Stay awesome, stay confident, and keep soaring higher!

— Cheering you on, Nick