Use observable evidence
Connect ratings to outcomes, work examples, delivery records, and agreed expectations rather than general sentiment.
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Review agency outcomes, delivery, strategic contribution, and working practices before agreeing what changes next.
Separate observed results from assumptions and explain what the team learned.
Which period, objectives, and work are covered by this review?
How well did the work advance the outcomes agreed for this period?
How strong, effective, and usable was the work delivered?
What evidence explains the result, and what should both teams learn from it?
Assess how the agency and client team enabled or constrained the work.
How reliably did the agency manage commitments, quality, risks, and dependencies?
How clear, timely, and decision-oriented was communication between the teams?
How transparent and responsible was management of scope, time, and budget?
How effectively did the agency challenge, advise, and improve the client's thinking?
Finish with a small number of reciprocal, observable commitments.
Which practices or strengths should both teams preserve?
What new behavior, process, or capability would improve the next period?
What is creating waste, delay, or avoidable friction?
Who will do what by when, and when will progress be reviewed?
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Agency review guidance
Connect ratings to outcomes, work examples, delivery records, and agreed expectations rather than general sentiment.
Agency performance depends partly on client inputs, decisions, and access. Name reciprocal constraints without avoiding accountability.
A few owned changes with dates are more valuable than a long retrospective with no operating consequence.
Review progress against objectives, work quality and impact, delivery, communication, commercial management, strategic contribution, and the client behaviors that affected performance.
Use frequent operational check-ins and a more structured quarterly or milestone review. The appropriate cadence depends on the scope, risk, and length of the engagement.
Share the evidence and discussion topics early enough for the agency to prepare its own perspective. Surprises make joint diagnosis and useful commitments less likely.
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