MABR cohort perspective: A new accountability standard for brands

Today’s opinion is from Tara Wulf.

“If its not broke, don’t fix it”
“Take the easiest path”
“Avoid touchy subjects”

These statements are typical of many brands, and may have gotten them far…enough, until now. Contrary to the past, the bare minimum is not enough anymore for brands. With the global pandemic and essential social justice reforms, it is more important than ever for brands across the globe to step up to these “touchy subjects”, take a stand, and use words backed by action. According to PR News on a recent Sprout Social survey, “fifty-five percent of 1,000 consumers surveyed said they ‘expect brands to take a stance that goes beyond corporate statements and monetary donations…”. This means that public statements are needed and essential, but a brand must also show physical action behind their words. Furthermore, according to the Customer Insight Group, 66% of consumers sat they would switch from a product they normally use to a brand with a purpose. This is important for brands to take into account, in that their long-term business prosperity is majorly dependent on their purpose, not just their product.

In the last couple of months, some brands rushed to make immediate statements in regards to social justice, while others waited too long. In both decisions, each have their downfalls if the brand they have already built lack a previous foundation of lived-out values for social and community good. In the case of rushing to make a statement, brands can come across as inauthentic. Likewise, silence portrays complicity with the situation at hand. In my opinion, brands can no longer hide behind a curtain of comfort. There is no neutral ground for brands to take. They can either move forward in the right direction with clear, valuable action steps, or spiral down if they continue to spew empty words. Every company needs to evaluate their core values, mission, and purpose in order to dive in to how and what they can further do to take a stand, make a change, and live out a purposeful brand.

MABR Cohort Perspective: Why businesses should take the mental health crisis more seriously

Today’s opinion is by Stephanie Legault

It is no secret that mental illness rates have been steadily increasing with about one in every five adults experiencing mental health-related illnesses every year. Society has made no significant efforts to collectively destigmatize mental illness and offer better health coverage for those truly in need, so the responsibility now lands on businesses. If society isn’t brave enough to talk about and normalize mental health, then it’s up to the business world to make that change.

Expecting employees to show up to work to produce something valuable and meaningful to your mission when they are personally struggling with finding value and meaning in their life is an impossible reality. This describes the idea of presenteeism, which costs 1.8 times that of absenteeism. Your employees are assets to your business operations, and just like assets, employees’ work can depreciate over time if their mental health is declining. Not to mention how expensive it is to ignore. It’s estimated that mental illness accounts for nearly $200 billion in lost wages annually.

Gen Z is notoriously known as the leaders of the mental health, especially as more individuals report their increasing levels of stress and depression-like symptoms. In APA’s 2020 Stress in America Report, about 82% of Gen Z respondents said that they could have used more emotional support than they received that year. Gen Zers, with all our emotional baggage, are starting to make our way into the workforce, so what does that mean for the new era of business?

Start the conversation
Employers need to initiate the conversation of mental health in the workplace with empathy and understanding. Choosing to make mental health a more consistent part of communications from leadership will eventually trickle down the organization. Consider hosting empathy workshops for employees to work on their empathetic skills and active listening.
Encouraging open and honest conversation
Offering meditation or mindfulness workshops gives employees the opportunity to expand their mental health toolkit and discover what works best for them. You might implement compassion and empathy training for those skills on human interaction and crisis evaluation. Or even, doing monthly yoga as a team-building exercise.
On-site therapy
Consider offering on-site therapy as a benefit to employees. When Americans were worried about the increasing obesity rates, we brought gyms to the workplace. On-site therapy gives businesses the chance to invest in the increased productivity and wellbeing of their workforce while saving money in the long term.

Remember, mental health is not a one-and-done effort. It’s not a sprint, it’s a marathon. It takes constant work, dedication, and improvement. But, that constant work and improvement feels a little less daunting to a Gen Zer when they have the support of their organizations behind them. Be compassionate. Be understanding. Be patient.

Australian Agency fights Ageism

I read this week that an ad agency in Australia called “Thinkerbell” is addressing the age issue in agencies–that is, that people over age 50 rarely work in agencies. I couldn’t find any specific statistics, but I did read an Ad Age article that indicated it was ‘rare’ to see someone over the age of 45 in an agency. The article also said that people rarely retire from an ad agency as instead they are ‘squeezed out.’ I’ve read a lot that ‘blames’ the rise of digital advertising, indicating that people of a certain age don’t ‘get’ digital. That might be true, but I think advertising has always had an age problem (I left the agency business when I was 35, and I felt very, very old when I did).

Now Thinkerbell is starting an internship program for people age 55 and older. The article I read indicated that the agency thinks there are a lot of people who could contribute to the agency with their past (non-advertising) skills. I think it is a great idea, but I wonder how many people my age would be interested in being an ‘intern’. I wish they had given this a better name, because I think the label of intern disrespects the life experience someone over 55 brings to the workplace.

We will revisit how this works as we learn more.

New info on advertising agencies and diversity–from UO ad and MABR grad students/alums and UO faculty!

Faculty and students at the SOJC have put together a database of diversity at agencies. You can find the website here: http://addatabase.org/

Some interesting findings:

Most agencies employ more men than women
Minorities make up fewer than 25% of employees at most agencies
Non-white women are particularly underrepresented

Read more in the Adweek article here: https://www.adweek.com/agencies/oregons-school-of-journalism-researched-ad-agency-diversity/

MABR students who worked on this project include Nicole Lee (MABR 2020), Kelly Kondo (MABR 2020), and Michael Hampton (MABR 2021). Great work all!