Under pressure: Can adland ditch its stressful reputation?

Recent events, including a viral email from a Gen Z employee asking for a late start after an 8:30 PM finish, have reignited debates about work-life balance in fast-paced industries like A&M.

I can’t believe my junior sent me this. Today’s kids are something else. He stayed late, so now he’s going to show up late to the office to "make up" for it. What a move!���� i am speechless mahn. pic.twitter.com/iNf629DLwq

— Adv. Ayushi Doshi (@AyushiiDoshiii) November 12, 2024

For those who came in late, a junior lawyer’s request to arrive late (not so removed from situations in the A&M industry) after working overtime sparked criticism from a senior, highlighting a generational divide in workplace expectations. While traditional cultures often prioritise long hours, younger generations, particularly Gen Z, are subtly challenging these norms by advocating for work-life balance, mental health, and flexibility.

The incident, which drew widespread support for the junior’s stance, underscores a broader rejection of toxic work practices. Gen Z's approach questions outdated norms, signalling a shift towards valuing efficiency and well-being over presenteeism, and urging organisations to rethink work culture to remain relevant and sustainable in changing times.

Some applauded the employee’s candour, while others dismissed it as entitlement, exposing a generational divide in workplace expectations. The incident underscores a deeper concern: does the industry’s reputation for stress and overwork dissuade fresh talent and drive experienced professionals to burnout? 

Why the A&M industry is a stress hotspot

The A&M industry operates on the twin pillars of creativity and speed, with every campaign underpinned by the expectation of groundbreaking ideas delivered at breakneck speed. Professionals juggle demanding clients, tight deadlines, and the relentless pursuit of the "next big thing," all of which contribute to a high-pressure environment.

The rise of digital platforms has amplified this stress. Brands now require real-time engagement, so marketers must pivot rapidly to address shifting consumer trends and online conversations. The pressure to produce innovative and quantifiable results leaves many feeling as though they’re perpetually under the gun.

Simmi Talwar, creative head, Youngun

Simmi Talwar, creative head at meme marketing agency Youngun, captures this tension. “Clients impose constraints like avoiding Hindi but ensuring the content appeals to the masses, conveys the brand narrative, and feels organic. On top of that, it’s expected to go viral. It’s hard to achieve all this with clipped creative freedom,” she explained.

The mental health toll of this environment is evident. A recent study by mental fitness platform MindPeers reported a 28% increase in A&M professionals seeking counselling for issues such as burnout, creative block, low self-esteem, and symptoms of attention-deficit/hyperactivity disorder (ADHD).

Stress in advertising doesn’t just lead to grumpy employees—it has a tangible impact on mental health and productivity. Many professionals in the industry experience symptoms such as creative burnout, imposter syndrome, anxiety, and even procrastination and demotivation.

Divya Tiwari, a psychologist at MindPeers who works closely with A&M professionals, highlights the fast-paced work environment as a common trigger for stress and anxiety. “Leadership positions, particularly those managing budgets, often face significant stress balancing deliverables with costs,” she notes.

This stress isn’t confined to leadership. Employees at every level feel the strain of constantly evolving client and management expectations. “Balancing these different elements is key to success in today’s environment,” Tiwari added.

Rethinking stress: Turning the spotlight on organisational culture

The advertising world’s love affair with stress is not sustainable. Many organisations are beginning to realise that the industry’s health and bottom line depend on rethinking their workplace cultures.

The first step is recognising the toll that stress takes. Hayden Scott, creative head—APAC at Virtue Worldwide, sees the problem as rooted in leadership attitudes. “We’ve all been a part of organisations that reward overwork and ignore burnout, which is bad for business in the long run,” he said.

Hayden Scott, creative head — APAC, Virtue Worldwide

Virtue Worldwide, a US-based global advertising agency, is among those trying to flip the script. “At Virtue, a bad day at work ends at 7-8 PM. The occasional late night happens, but it’s rare. We start early and finish early so our team can have lives outside work,” Scott explains. Weekend work is almost unheard of, and senior management actively enforces these practices, ensuring the culture trickles down.

MindPeers and similar platforms are helping companies incorporate mental wellness into their frameworks. Tiwari advocates for simple tools such as affirmations and grounding techniques to help employees manage stress.

For instance, reframing deadlines as manageable tasks instead of existential threats can help individuals detach their identity from work pressures. Techniques like the 5-4-3-2-1 mindfulness method—identifying sensory experiences—allow professionals to refocus and stay present during overwhelming moments. Creative outlets, like CogniArt, encourage employees to take short breaks for activities like drawing or painting. These moments of mental reprieve can help reinvigorate creativity and alleviate stress.

Empowering creative freedom

Clipped creative freedom echoes a broader industry challenge. Unrealistic client demands and narrow briefs can stifle creativity. Encouraging more open-ended brainstorming sessions and managing client expectations are essential steps toward reducing stress for creative teams.

A&M professionals are not strangers to long hours, but organisations must work to ensure this doesn’t become the norm. Initiatives such as flexible working hours, remote work, and policies discouraging after-hours communication can go a long way toward promoting work-life balance. 
Scott offered a simple yet powerful insight. “We use our remote working system to focus on a productive nine-hour workday instead of a classic advertising agency workday. That allows our team to focus on hobbies, family, and experiences, which they bring back to work as inspiration.”

Such changes, though not industry-standard yet, show that work-life balance in advertising is not a myth—it’s a matter of intentional culture-building.

Attracting and retaining talent in a competitive field

The A&M industry faces a unique challenge in retaining its appeal while addressing its stressful reputation. This demands a careful balancing act: acknowledging the pressures without glorifying them and showcasing that success in advertising doesn’t have to come at the expense of well-being. 
Organisations must actively work to position themselves as people-first companies. This involves realistic goal-setting, fostering open communication, and supporting employees through structured initiatives. 

Moreover, attracting Gen Z talent—often vocal about workplace expectations—will require a rethink of traditional practices. Emphasising mental health resources and creating clear boundaries between work and personal time will be critical. 

The advertising and marketing world thrives on the ability to adapt and innovate. However, creativity cannot flourish in a vacuum of overwork and stress. Sustaining a healthy, productive workforce demands that companies rethink their priorities, putting employee well-being at the centre of their strategies.

True innovation stems not from exhaustion but from inspired engaged teams. As Scott puts it, “We’ve all worked in places that reward overwork—it’s bad for business in the long run.” The industry would do well to heed that lesson. 

By addressing stress head-on, the A&M industry can rewrite its narrative, making it a magnet for fresh talent while ensuring longevity and satisfaction for those already in its fold. In doing so, it can create not only iconic campaigns but also a sustainable future for its most valuable resource—its people.