How Can We Fix a “Broken Commercial Model”?

When LBB sat down with Annabel Mackie and Robin Bonn last week, we never intended to discuss a ‘broken industry model’. Ostensibly, our conversation was about burnout - and how leaders could find the time to instil learning and development initiatives in spite of concerns around it.  

But what followed was a much bigger conversation; and one in which burnout was framed not as a self-contained problem to be managed, but rather as a symptom of a deeper malaise within the industry. 

As Annabel explains, “‘burnout isn’t an inevitability in this industry, but it can be a symptom of unhealthy relationships. Sometimes those relationships are between agencies and their clients, but also they can be between staff and their jobs. As leaders, we have to be mindful about avoiding that through the culture we help create”. 

“I think burnout is a symptom of a broken commercial model”, surmises Robin. “We don’t actually suffer from a lack of time. What we have is a failure of prioritisation, and a culture which too often struggles to differentiate between ‘urgent’ and ‘important’”. 

Building on that point, Annabel explains how she has helped establish a culture that is more conscientious and respectful of its staff’s time at Five by Five UK. “Seemingly small things can make a big difference. If I see a younger member of our team leaving early because they’ve got band practice or whatever it may be, I make sure I spot it happening and wish them well, voicing my encouragement” she says. “We don’t want people feeling that they have to sneak out if they’re leaving early. I know from my own experience how that can feed burnout culture”. 

As Robin goes on to explain, the roots of this issue stretch far. In fact, they can even reach into the highest levels of decision-making within agencies. 

“Fundamentally, the industry invites too much pressure on itself with its attitude towards servicing clients”, he continues. “It’s a world in which being a ‘meaningful partner’ to a client often simply means saying yes to everything that gets asked. But is that really the responsible, constructive, and valuable thing to do?”

Picking up on that point, Annabel acknowledges how constructively challenging a client can set a tone for a far healthier - and more mutually beneficial - relationship. 

“I know that some of our best work has arisen from moments where I have gotten on a phone with a client and explained why, with all our expertise and abilities, we don’t advise on taking a particular approach”, she says. “And when that does happen, it almost always leads to an improvement in our relationship with that client based on trust and respect. Because they know that, when we do endorse an approach or idea, we really mean it and believe it will work”. 

It’s a dynamic which Robin sums up neatly: “When agencies are focused on what creates value for clients, and how that value can be translated into profit, there ceases to be so much time pressure in the system and burnout becomes less of an issue”. 

In other words, agencies stand to profit from doing what works as opposed to just what they’re told. “At Five by Five, we want our staff doing what needs to be done to address what the client needs and values”, adds Annabel. 

Ultimately, these cultural practices stem from the top. Both Robin and Annabel agree that it sits with leaders to set a tone which is healthier and more productive - both for agencies and their clients. 

“It can be hard as an agency leader, especially when times are tough, thinking that you need to have a difficult conversation with a client”, says Annabel. “But you need to be brave, hold yourself accountable, and have those harder conversations. 

“After all, that’s exactly what leadership should be about”.