Provide feedback on the reports we provide (and actually study them).

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Positive feedback like "guys, everything is great, we don't have time to process leads" motivates the team, and the guys feel like they are participating in a cool movement and their work is definitely useful.
Negative feedback like "leads are of poor quality, guys, we are not pressing hard enough, we need more, let's look for solutions" sets our asses on fire and we strive to fulfill the plan.
Interest and involvement in the project also motivates the team: the work is more efficient, and the team is more deeply involved in the product. If you initially leave everything to chance, "let the guys do something there, okay" - el salvador telegram then the level of motivation and involvement in the product will be lower. This is important from a management point of view. The team and the people in it are a resource that needs to be directed. And this is a function on the side of the Customer / Manager / Employer.

But this does not mean that the agency "sits on your neck" and constantly expects that it needs to be pushed, kicked, reminded. Time for involvement should be allocated exactly as much as necessary for the work to go as it should. We always discuss this at the start and agree on it.

4. There is analytics on the sales funnel (a well-developed financial model / unit economics / or other names)
The client should know (at least approximately) the following indicators:

Number of leads per month to break even,
Target cost per acquired lead
What % of leads convert to sales
Average bill
Target price per acquired customer
Unfortunately, not all companies have an understanding of these indicators. But agencies are especially comfortable working with such clients who come with input data and, based on them, set us KPIs for a week/month/quarter/year, and we calmly go to work and strive to achieve them.