How are we supporting mental health in our workplaces right now?

There’s a lot of talk about mental health support in the creative industry at the moment. But is this just lip service, or are agencies taking practical action?

Whenever you’ve had a difficult day in your creative job, people will often (with a varying degree of kindness or sarcasm) remind you that “It’s not like you go down the mines”.

But while it’s true that working as a designer, illustrator, or photographer doesn’t usually take a physical toll—well, as long as you look after your spine, that is—it typically can take a heavy toll on your mental health.

The creative industry has historically demanded long hours, tight deadlines and constant pressure to produce groundbreaking work. In fact, these things have often been worn as badges of honour… but at what cost? As Mental Health Awareness Week approaches next week, it feels timely to reflect on how our industry is evolving to better support the well-being of its most valuable asset: its people.

It’s true that the conversation around mental health in creative workplaces has shifted dramatically in recent years. But is this just a box-ticking exercise, or are meaningful changes actually happening across the creative landscape?

To find out, we asked creatives across the UK to share how they and their organisations are supporting mental health right now. We share some of the best insights below, while you can read the full discussion on LinkedIn.

Encouraging openness

One consistent theme in our discussion was the importance of creating environments where mental health can be discussed openly without fear of judgment or career repercussions. And that has to come from the board level.

“Too often, agencies think mental health support means fruit bowls and yoga sessions,” says Katie McCambley, managing director at MullenLowe. “That’s nice, but not enough. Real change has to start from the top, especially with honesty from leaders. At MullenLowe, we’re trying to move away from perfection culture and instead create space for vulnerability.”

After all, no one’s going to speak up about their struggles if they fear it’ll damage their prospects of promotion or worse. So, Katie has been setting a personal example to allay those concerns. “I’ve shared my own experience with anorexia and postnatal depression openly in front of the whole agency,” she explains. “And every time I talk about it, someone else opens up too. That ripple effect matters, and people will become less afraid of bringing their whole selves to work.”

Such sentiments are echoed by Rachel Burrell-Cook, managing director and co-owner at ThreeTenSeven. “I talk about my own mental health struggles with anxiety and depression regularly to set the stage for others to do the same,” she reveals.

“Our weekly meetings ask people to share how they’re doing on workload and stress levels, as these are two of the most real ways mental health issues can show up but also be caught early. I’m so proud when people say openly, ‘I feel a bit stressed and could use some help’ in front of peers, without fear of looking like they’re not coping.”

Reimagining working hours

Talking is a great start, but it’s not the whole answer. And so perhaps the most striking industry shift in recent years is the widespread reconsideration of working hours. Right now, the traditional model of long days and constant availability is being challenged across the board, with many organisations implementing concrete changes to that effect.

Sarah O’Connell, head of copy at Mr B & Friends, offers a great example to follow. “We now finish at 1pm on Fridays,” she shares. “This has benefited everyone. Some people start their weekend early; others use the time to get life admin done. But resoundingly, it’s made a huge impact on the overall well-being of the team.”

Beardwood&Co has followed a similar pathway. “We recognise people aren’t just creative assets; they’re whole beings with lives beyond our business,” reasons Ryan Lynch, brand and innovation strategist and co-CEO. “So our most impactful initiatives include a fully paid one-month sabbatical at each five-year milestone, along with 1pm Friday closures, which have been a game changer. This small shift has created powerful ripple effects in team well-being.”

Big Fog, meanwhile, has gone further by switching to a four-day week. “This has been hugely positive for my mental health,” enthuses partner and designer Brian Dove. “Having a day that’s routinely free of meetings or deadlines immediately lowered my overall stress level. I’m free to do personal work, catch up on things around the house, or just take the day off. I can’t say enough good things about the four-day workweek.”

Formalising support

Another common theme that emerged from our discussion was how many agencies are implementing structured programmes that provide access to professional mental health resources.

“At Otherway we’re really passionate about this,” explains head of people Sadie Elford. “We’ve partnered with the MYNDUP platform to provide mental health support for everyone in the team at times when they might need it most. MYNDUP has an incredible network of the world’s leading mental health practitioners that are fully vetted and can help with a variety of topics.”

As for Mr B & Friends, Sarah says, “We have mental health first aiders on staff, hold monthly ‘Time to Talk’ breakfasts as a team, and have an EVP chocka with nice perks.” In fact, mental health first aiders are something we’re hearing about from many agencies. These designated team members receive specialised training to serve as the first points of contact for colleagues experiencing mental health challenges.

Rethinking workplace culture

Some agencies, meanwhile, are fundamentally rethinking the culture of creative work itself. As Kae Neskovic, executive creative director at Superside, puts it: “Unfortunately, the traditional agency model was built on long hours, high pressure, constant critique and very little credit. Basically: everything that’s bad for mental health dressed up as a badge of honour.”

Kae, however, approaches things differently. “At Superside, we like to say we’re not an agency, and we don’t just mean our business model: we also mean we didn’t inherit the bad habits,” she explains. “So every piece of feedback is filtered through genuine care and respect for the person behind the work, and everyone’s opinion matters the same. Also, our creative teams have ownership and are trusted to make decisions and move fast. We call it the ‘speed of safety’: creative freedom with psychological safety baked in.”

ThreeTenSeven is following a similar path. As Rachel Burrell-Cook shares: “We’ve been on a journey of openly and actively working on creating a mentally healthy place to work. This starts at the interview stage, where we provide the questions in advance to reduce stress on the day. And one of those questions is about what people think makes a mentally healthy workplace, so we can make sure we are setting the tone early. In short, we talk about mental health here, and we encourage you to talk to us if our way of working or current project, workload, whatever, is impacting yours negatively.”

What about freelancers?

Of course, if you’re a freelancer, none of this will be much help: you’re going to have to do it all by yourself. Take brand designer Sophie O’Connor. “As someone with chronic health issues working for myself, I have to be super-careful not to burn out, physically and mentally,” she says. “It’s important to me to set boundaries. Knowing when to say no to the wrong jobs and the wrong people, both professionally and personally. I’ve also only been working a four-day week since the birth of my second child in 2018 to allow for a better work-life balance. Now I find a day off in the middle of the week to recharge is crucial.”

Jack Watkins, a designer and creative director running a one-person studio, emphasises how mental health is woven into his entire approach. “As a one-person studio, mental health isn’t something I treat as a separate ‘initiative’—it’s embedded in how I work,” he explains. “That means building spacious timelines instead of urgency-led deadlines, clear boundaries and kind communication, working with clients whose values genuinely align, offering clarity and confidence to clients, so projects feel grounded rather than overwhelming.”

Where do we go from here?

What’s encouraging is that the changes we’re seeing aren’t just cosmetic. From reimagined working hours to fundamental cultural shifts, creative organisations are beginning to prioritise sustainable creative practice over burnout-inducing expectations.

The examples shared here demonstrate that supporting mental health isn’t just about offering perks or occasional initiatives; it requires rethinking the very nature of creative work itself. For creative leaders reading this, consider what steps you might take within your own organisation. Could you implement shorter Fridays like Mr B & Friends? Train mental health first-aiders like Otherway? Create space for vulnerable conversations like MullenLowe? Or perhaps experiment with the four-day week like Big Fog?

The creative industries have always prided themselves on innovation and forward-thinking. Now, it’s time we apply that same innovative spirit to creating workplaces where creativity can flourish without compromising mental well-being. As Katie McCambley aptly puts it, “The work will always be there. People won’t if we don’t look after them.”