PR and marketing professionals in Northern agencies reveal toxic work environments despite mental health initiatives.
- Reports of anxiety, depression, and burnout have surfaced, highlighting unsustainable workloads and dismissive management.
- Personal stories expose leaders lacking empathy and emotional intelligence, leading to a pervasive culture of fear.
- Instances of workplace toxicity include sexism, racism, and unprofessional behaviour disguised as ‘banter’.
- Despite raising concerns, many employees feel unsupported, impacting their mental health and career satisfaction.
Recently, several PR and marketing professionals have come forward with troubling accounts of working in Northern agencies. Despite the companies’ claims of promoting mental health through flexible working and wellbeing days, many employees report severe anxiety, depression, and burnout. Reports unveiled as part of World Mental Health Day have shone a light on toxic managerial practices, excessive workloads, and dismissive attitudes towards racial and personal remarks deemed as ‘banter’.
In a revealing testimony, a PR executive known as Grace* shared her distressing experience with a manager who turned increasingly ‘cold and nasty’. Initially thriving, Grace’s professional life deteriorated due to a lack of recognition and oppressive micromanagement, leading to significant mental distress and eventual resignation.
Similarly, Emily* recounted ongoing harassment from a PR leader at her former workplace in Manchester. The leader’s lack of empathy and poor emotional intelligence significantly impacted Emily’s mental health, forcing her to take time off work. Despite attempts to address the situation, she received no support, culminating in a silent exit from her job.
Charlotte* also expressed disillusionment with her initial PR job, where inconsistent management feedback exacerbated her mental health struggles. The workplace culture, rife with exclusion, led to a premature departure despite previous positive appraisals. Her experience echoes a systemic issue, reflected by 91% of professionals acknowledging mental health problems within the past year, as highlighted by the CIPR and PRCA.
The accounts of Liam* and Anne* further depict toxic environments driven by unrealistic expectations and relentless pressure. In their respective workplaces, both faced unforgiving workloads, with leaders resorting to harsh public criticisms and shifting goalposts, resulting in severe burnout. The perception of a ‘boys club’ culture and preferential treatments has only compounded their dissatisfaction.
A broader commentary from industry expert Gordon Tredgold elucidates the damaging impact of toxic leadership, noting that poor communication and an absence of emotional intelligence from leaders can demoralise teams and elevate turnover. This climate not only deteriorates individual mental health but also stifles organisational motivation and productivity.
Solutions proposed by some employees and leaders include fostering environments of transparency, accountability, and empathy. Samuel Marriott-Dowding, a founder of a Sunderland-based agency, stresses the importance of supportive leadership, indicating that respecting boundaries and maintaining integrity are essential for both personal and professional well-being.
Workplace toxicity transcends mere management failings, touching upon broader cultural issues, such as nepotism and casual discrimination. Liam’s experience with inappropriate ‘banter’ underlines the persistence of racial and homophobic jokes, often dismissed with ‘that’s just how they are’. Such dismissals highlight a grave misunderstanding of workplace inclusivity and respect.
Ultimately, for employees like Grace*, Emily*, and Anne*, the transition to more supportive work environments has offered a breath of fresh air, while others continue to push for change within the industry. As awareness rises, so too does the call for decisive action to dismantle ingrained toxic practices.
The narratives shared by Northern agency employees underscore an urgent need for genuine change in workplace culture to safeguard mental health.
