Earlier this year, research from NABS revealed the extent of the mental health crisis the advertising industry faces. Despite stigma-shunning campaigns and repeated rhetoric around the importance of bringing our ‘whole selves’ to work, 35% of respondents to NABS research felt unable to discuss mental wellness in the workplace and demand for NABS services has increased by 66% over the past three years.

There is a distinct gap between intention and action. McKinsey research points to the importance of investing in employee wellbeing, the economic value of investing in improved employee wellbeing is worth billions, potentially equivalent to between £4,000 and £12,000 per employee. Employee well-being, therefore, is not only essential for the wellness of talent, it is business imperative.

At the Alliance of Independent Agencies’ Festival of Happiness event, Sue Todd, CEO at NABS, Lorraine Jennings, Director of Wellbeing Services and Culture Change at NABS and Louise Scodie, Senior PR and Communications Manager, Podcast, Talks and Events Host, NABS sat down to share the findings of the NABS All Ears research and consider how to better support the industry through a mental health crisis. 

The power of active listening 

After spending six months deeply investigating the state of mental health and wellbeing in the industry, NABS released its All Ears community consultation report. Having already had access to Advertising Association survey research, along with annual internal data from calls to NABS, Todd shared that the service was well-positioned to delve deep into the issues at play.

“We started with the data, we had some hypotheses and some were confirmed but others were challenged,” says Todd. Being already active in the well-being space, the NABS team had an idea of some of the challenges the industry faces, yet going further with data and speaking openly with individuals unveiled more findings. “We were able to get deep into issues fast because of the illustrious data sets,” adds Todd.

“We spoke to younger people, early careers, middle management and then spoke to senior leaders about what was brought up” explained Todd. NABS also spoke with MEFA and Outvertising to ensure thorough and intersectional representation.

Jennings shared that a surprising finding was how difficult many early careers participants found it to speak on mental wellness. Where society and social media may suggest that younger generations have a far more open approach to mental health, Jennings shared that within a work context, this was not the case.

“We went in with assumptions of a generational gap, an action and a behaviour gap but actually we found that it was a lived experience gap,” says Jennings. She points to the importance of a more inclusive workplace as ‘mutual stereotyping’ and a lack of understanding of one another can create barriers. Common ground and better connection create more open and understanding workplaces. 

Putting plans into action 

The research found that 71% of respondents believe that the industry must give more attention and resources to mental wellness. Todd shared that there is a tendency to think about industry issues such as retention, productivity, and navigating hybrid working in silos. However, as she explained: “Mental health is not a competing issue, it is a connecting thread.” She continued: “It sits at the centre of a lot of other objectives. It’s related to creativity, collaboration, and creation.”

Despite the high level of respondents citing a need for a greater focus on mental health, Todd says that the say-do gap is a large point of frustration. “There's commitment and intent but the reality of practice on the ground  is the gap is getting bigger” shares Todd. She continued: “If things are getting worse, people become even more resentful. It’s overpromising. We need to be honest about the time it takes and be willing to pivot if initiatives aren't working.”

Todd points to practical tips and wellness support such as a focus on training for entry-level management. She says that training and a focus on wellbeing is a ‘broken step on the management ladder’. The NABS Inclusive Leader programme has been created with insight from Brixton Finishing School, MEFA and Outvertising. The programme aims to share theory and practical know-how so managers can work to build a more inclusive environment and manage with wellness in mind.

Showcasing support 

Reasons for calls to NABS services reflect the mood of the industry. Emotional support has consistently been the top reason for people contacting the charity. Scodie encouraged the industry to consider the emotional piece at the centre of all the problems people in  the industry face including financial, conflict-related and redundancy. While people need practical help and support, a focus on emotional wellbeing is also paramount.

For NABS, much of the challenge lies in promoting its support and services and breaking down stigmas to enable people to reach out for help. “70% of what people say they want the industry to do NABS already does” says Todd, continuing: “NABS needs to build recognition and visibility, and engage in market.”

The team shared that one of NABS’ most prominent goals for the year to come is in prevention. With 2024 being an election year, turbulent socio-economic conditions are set to continue. The service therefore has an important challenge in preparing for instability. It wants to shift efforts to support at every stage of the wellbeing journey from prevention to crisis.

As the mental health and wellbeing crisis continues to place pressure on talent, the advertising industry must focus on providing the tools to create inclusive leadership and hone better prevention and support for all. 

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