A career advice column from Greg Graham. Email adnews@yaffa.com.au and put "SPARROW" in the subject line to ask a question.
Reader’s question: Many of my colleagues, and the freelancers I draw on, were put off last year when the pandemic hit. Now I find myself working twice as hard, with new business continually filling the queue, and trying to explain to clients why everything is taking so long. What should I do?
Sparrow says:
Firstly, I want to acknowledge the great job you are doing under challenging circumstances and also managing client expectations. Unfortunately, yours in not the only story I hear in the industry at the moment. Many people are struggling with increased workload, reduced resources and companies that aren’t walking the talk when it comes to burnout and looking after their people.
It’s easy to send out a PR release about doona days, extra leave and mental health benefits – it’s another to actually listen to your people and make substantial change.
The important question is, have you raised it with your manager and what has been the outcome?
If not, gather your facts/evidence and have all the supporting information to demonstrate the extra hours and increased workload, including new business pitches. Have specific examples of where the client has been dissatisfied with the level of service and when the agency failed to deliver on time.
Keep the conversation fact based and rational around the specific issues and try to reduce the emotional elements. However, be honest about the impact on you and your disappointment in letting the client down. Also point out to your manager that having to make continual excuses to clients is having a potentially long-term negative impact. If you have data around clients’ satisfaction scores, highlight this evidence.
Suggest some solutions around reducing your new business involvement until the team gets on top of the client workload and explore other solutions to help ease the situation. For example: “A colleague on mat leave is looking for casual work and can help fast track some of the client projects. She is really experienced, flexible, cost-effective and can start next week.”
Now the tough part: ensure your conversation is followed up in writing to your manager to be accountable and you have copied your HR/People and culture leader. Give them a deadline for when you want to see action and change. Provide clarity that your burnout is a real issue and the current situation is not sustainable. Your utmost priority is to ensure your current clients are retained and you are nurtured, developed, inspired and healthy in your role.
If you see no action, you need to find a new agency that values and appreciated you, your wellbeing, mental health and your unwavering commitment to clients.
Greg (Sparrow’) Graham: Coach/Trainer/Pitch Doctor & Advisor @ The Nest Consultancy