In the business of emotion, is there enough emotional safety?
Cut it the way you will, but we’re in the 'feelings' business. To arouse an emotional response that can, over time, be unmistakably tagged to a brand is what we do. We do it through a well-produced TVC, a punchy headline, an experiential activation, an AI-powered data story that still feels human, or that 60-second Instagram reel shot by the office intern that racks up 6 million organic views.
Our work is meant to produce that belly laugh, release a squeal, drop a tear, and sometimes make you call your mom and say, “Love you.”
Yet the question to ask ourselves is: do the work corridors that create that work have space to hold those same emotions? Do they ring with laughter and mischief? Do they allow for vulnerability? Do they see a daily exchange of compassion?
The headlines suggest not. Employees are going from quiet quitting to just walking away. One in two young Indian creatives (below age 30) have considered leaving the industry due to burnout (HT Brand Studio Survey, 2023). An All India Creative Guild Survey found that over 40% of junior creatives don’t see themselves in the industry beyond the next three years. Add to that the unfortunately normalised reality that the Indian advertising industry sees one of the highest attrition rates in the knowledge sector, around 30–35% annually. These are all calls for major alarm.
When the very people drawn to this field for its soul and storytelling begin to check out emotionally or physically, it signals more than just a retention problem. It signals an identity one.
The problem gets bigger as expectations evolve and more is demanded. Gen Z employees entering advertising in India rate “emotional authenticity” and “psychological safety” at the same level as salary or awards (Deloitte India Gen Z Workforce Study, 2023). The relevance of these parameters, when placed against the very real industry environment of creative fatigue, burnout, and rejection, is undeniable.
But does that mean no one is providing emotional safety? Not at all. Every advertising war story across the ages features some combination of a leader who ate last, took bullets for their team, wore their heart on their sleeve, showed up for milestones, professional and personal, and was a living embodiment of this ridiculously fun business of ours. Those people existed, and they continue to exist. That’s good leadership, and that’s important. But the circle of influence of a good leader isn’t infinite.
It’s often said “people make places.” It’s true. But the tragedy is: people don’t stay in the same place forever — and, more importantly, not everyone in a place gets to work with that one wonderful person.
We need to start holding ourselves to a new axiom: Places Make Places.
As an industry, we need to institutionalise emotional safety and make it characteristic of the place — not just the person. This sort of thing often gets bundled under the abstract, softer, and almost icky word: culture. But culture without process or practice is just a buzzword.
So is there really a way to put down a process to encourage emotional safety? My experience says yes.
One of my final acts during my time at Schbang was to bring on board a third-party Creative Counsellor, someone who would help the team navigate work-related stress, interpersonal conflicts, and address creative roadblocks and fatigue.
The identity and session details of anyone opting for the service were kept completely confidential , just like a therapeutic practice. This gave employees the freedom to express their vulnerabilities without the fear of scrutiny from superiors, while also being guided by a creative professional on a constructive path forward.
I may have left the place, but I’m happy to report the practice didn’t leave with me.
On checking in with friends across the industry, I was delighted to learn that at Talented, they go a step further, with a comprehensive Employee Assistance Program (EAP). It supports employee well-being, improves job performance, and contributes to a positive company culture by directly partnering with a mental health service.
Closer to home at Publicis, we’ve introduced interventions such as Set-Up Conversations — regular, structured dialogues between managers and team members to build connection, align on goals, and offer feedback in a shared, ongoing manner.
This transforms performance from an expectation into a shared journey, fostering clarity and security.
The truth is, creative work flourishes only in an environment devoid of fear, guilt, and shame. Unfortunately, our pressure-cooker agency landscape often delivers just that. But maybe there does exist a reality where kindness and accountability can comfortably coexist.
Let this serve as a clarion call to our industry. I hope I can return here soon with more visible cultural out-takes from different creative kitchens, that attempt to deliver the same warm feelings we put out into the world.
This article is penned by Aditya Mehendale, Executive Creative Director, Leo Burnett India
Disclaimer: The article features the opinion of the author and does not necessarily reflect the stance of the publication.
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