The short answer
Front-load your time, then hand over approval on a set schedule
Front-load your time, not your patience. Spend a short, intensive stretch at the start meeting often and talking out loud about what you would say, what you would never say, and how you would rank things. Then hand over real approval rights for a defined stretch and put a wrap-up review on the calendar in advance. That review, where you point out what was right and what you would have called differently, is what actually closes the loop.
The real bottleneck is approvals, not the marketer
Ask a marketing person how it is going with their real estate client and you get one of two answers: I am not being given enough, or nothing I send ever gets approved. Both are the same problem wearing different clothes. Somebody new to your business does not know your voice yet, and if you never show them, they either freeze up or guess wrong. Either way you end up doing the work yourself, which defeats the point of hiring someone.
The fix is not more instructions. It is front-loaded time. Give the new person a short, intensive stretch at the start where you meet often and think out loud in front of them: what you would say in a listing description, what you would never say, how you would rank three options if you only had room for one. That is not a document they read once. It is them learning the shape of your judgment by watching you use it, over and over, until it starts to feel predictable to them.
How to hand off approval without losing control
You loosen the reins on purpose, with a plan already in place. Once the intensive stretch is done, give the new person real approval rights for a defined stretch, no more running everything past you first. Book the wrap-up review before that stretch even begins, so it is not a vague someday, it is a date on the calendar that both of you are working toward.
At that review, go through what they shipped and say plainly: that one was right, and here is the one I would have seen differently. That conversation is the whole mechanism. It is not a performance review, it is a second, faster pass at the same training you started with, now grounded in real decisions they actually made instead of hypotheticals you talked through.
The other half nobody plans for: give them something to work with
Paying someone to distribute your marketing is only worth it if you are also producing the raw material for them to distribute. Plenty of Compass agents have footage sitting in a folder with nobody assigned to publish it. Just as many have someone ready to publish every day and nothing to hand them. Onboarding a marketing person solves the second half of that equation. It does nothing for the first half, which is on you. Fix both, or the approval process you just built has nothing to run on.
Why do most new marketing hires for a Compass agent stall out?
Because of approvals, not effort. A new marketing person almost always says one of two things: I am not being given enough, or nothing I send ever gets approved. Those sound like different complaints but they are the same gap. Neither one is a skills problem.
What should you actually do in the first stretch with a new marketing hire?
Talk out loud, a lot. Sit with them and narrate your own judgment in real time: what you would say, what you would never say, how you would rank three competing options. A written brief cannot teach that, only repeated exposure to your reasoning can. That stretch is training, not a briefing document.
When do you finally step back and let a marketing hire approve their own work?
After the intensive stretch, on purpose. You hand over real approval rights for a defined window and book the wrap-up review before that window even starts, so nobody is guessing when the check-in happens. At the review you go through what shipped and say which calls were right and which you would have made differently. That feedback loop is the whole mechanism.