‘The industry needs to start asking hard questions’: Marketers on battling burnout

That, as you of course already knew, is Exodus 18:17-18 – cited by some as the oldest reference to burnout in literature.

The idea that our work can make us unwell – not just by exhausting or occasionally injuring us, but wearing us down into mental ill-health – has a rich history. The designation ‘burnout’ has been around since at least 1969, when one Harold B Bradley used it to describe the plight of overworked staff working with young offenders.

Since then, many researchers have taken on the tricky task of tracing the condition’s borders. Why so tricky? Because burnout is an inherently social phenomenon: the World Health Organization (WHO), for example, very deliberately pronounces burnout “an occupational phenomenon. It is not classified as a medical condition”. Rather, according to the WHO, “Burn-out is a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions: feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and reduced professional efficacy”.

Burnout, in other words, is one of the painfully little points where the personal (mental health) grinds against the organizational (one’s work environment, colleagues, and wider social context). The condition has been identified across occupations and industries, with varied manifestations.

The Chartered Institute of Marketing this year found that over half of marketers are “worried about burnout in their current role”; last year, the Guardian’s Mark Sweeney situated a burnout problem in the ad industry among complaints as varied as low pay, high churn, and a “creativity crisis”.

But what do marketers themselves think the industry – and the people who make it – should be doing about burnout? We asked some.

Abi Bennetts, digital PR director, Propellernet: “Early in my marketing career, I experienced severe burnout which manifested as chronic exhaustion, both physically and mentally. Despite feeling drained, I was constantly in a state of fight-or-flight. The fast-paced, high-pressure nature of the marketing industry, which demands constant creativity, tight deadlines, and consistent results, combined with poor personal work-life boundaries left me feeling totally depleted. The exhaustion I experienced led to reduced productivity and a struggle to access my creativity, as well as severe anxiety that affected my ability to make decisions and communicate confidently. I lost my passion for a role I once loved, affecting the quality of my work and my interactions with colleagues and stakeholders. Without proper work-life boundaries, adequate workplace support, and effective coping strategies, burnout can impact both personal well-being and effectiveness for professionals in the marketing industry.”

Hannah Anderson, managing partner, social, NewGen: “Burnout in the marketing industry is common due to the constant demands of a fast-paced and ever-evolving field. As someone who’s experienced it, I believe burnout stems from the uncharted nature of this industry – startups often lack established processes and HR support, leading to overwhelming workloads. Social media professionals are particularly vulnerable because their work bleeds into their personal lives, making it hard to disconnect. To combat burnout, leadership must enforce strict boundaries, encourage taking time off, and provide mental health support. Mandatory holiday packages and healthcare support are crucial. Every year, we offer a ‘reset’, where employees get two weeks off as well as their usual holidays to properly detach from work and focus on looking after themselves. This ensures employees take proper breaks and receive extended time off every year to properly switch off from work. Implementing these strategies is essential to prevent burnout and maintain a healthy, productive team.”

Dean Rowland, chief growth & culture officer, Tommy: “When we think about burnout, it’s natural to think about individual experience and personal coping tactics, but the advertising industry needs to start asking itself some hard questions about why it’s become so commonplace. There have been fundamental structural changes that have not been responded to quickly or effectively – and the costs are passed on to our talent. As an industry, there’s been a shift from retainers to project-based pitching, creating a more regular pitching process and piling on the pressure. With more pitches to convert, and the same amount of client work to deliver, it’s no wonder we’re seeing burnout rise. It’s important, even in difficult times, to prioritize resourcing effectively and efficiently. By fostering a positive and collaborative workplace environment, we can help to protect a healthy work-life balance.”

Lucy Downing, client services director, Nest Commerce: “As a senior woman in the advertising industry, I’ve faced the triggers leading to burnout, juggling a career with being a primary carer for my mother-in-law after she was diagnosed with motor neurone disease, shortly after having my second child. I was fortunate to have employers offering flexibility, helping me to cope. Many aren’t so fortunate and this is a reason for the female talent drain we are seeing in the industry. While we’re starting to see more flexibility (with working from home far more accessible and companies more mindful of the demands on working parents) there’s a danger that burnout is more hidden than ever before. With home-working, long hours are less visible and management teams can miss the telltale early signs if they’re not careful. For those experiencing it, it’s important to know yourself, know when you feel under pressure, and know when it’s escalating. Learning to delegate is key; trusting others is hard. Just because someone doesn’t do something the same way as you, it doesn't mean they aren’t doing it well.”

Rose Watkins Jones, people partner, Impression: “Our industry is fast paced, presenting opportunities to work with multiple clients whose needs change. Workloads can often be high-pressure. People showing signs of burnout often engage less with peers, finding it difficult to find the headspace to be creative or contribute. Sickness rates are often higher too. The key is prevention, ensuring multiple lines of communication with line managers, in a safe space. From weekly check-ins that ask ‘what mental health zone are you in this week?’ to regular 121s and team huddles, ensure that culture is transparent and communicative. Agencies can also offer subscriptions to virtual therapy platforms, encouraging them to seek support before the point of burnout. This goes for line managers too. "

Amy Stobie, co-founder, AgencyUK: “I’ve been running an independent agency alongside my partner (in life and business) for the last 16 years. Running an agency is like swimming the English Channel: you focus on looking ahead, not looking down, and staying afloat. Sometimes the waves build over you; sometimes the days are sunny and bright; sometimes it can get a little choppy. When you’re the ship’s captain you don’t get much time to care for yourself. I have a chronic health condition requiring a degree of self-care, but I have often overlooked and not prioritized myself. I’ve learned the hard way that investing in myself is necessary not just for myself, but for the team too. If I’m not strong mentally and physically, I can’t continue to lead people through the good and the bad weather. I’ve learned to be kinder to myself and reframe how I think about taking time away. Instead of thinking of time out as a holiday I now think about it as a time to recharge and reflect, allowing me to come back with more vitality.”