Forster is proud to work on some of the most pressing and complex issues of our time, whether it’s the climate crisis, social justice or health equity. While deeply rewarding, this work often brings us face-to-face with difficult and sometimes traumatic topics, exposing us to injustice in ways that can be emotionally demanding. The intensity of this work, often set against a backdrop of a fast-paced press office and a relentless news agenda, means that supporting our team’s mental health is essential.
This is why we’ve developed a flexible, values-led approach to mental health planning, aiming to ground how we run our accounts and projects in empathy, psychological safety, and the belief that good work shouldn’t come at the cost of wellbeing. The blueprint was developed during our time working on Grenfell Testimony Week. Amplifying the voices of survivors, bereaved and residents of the tragic Grenfell fire, meant working in close proximity to trauma, which naturally carried an emotional weight for our team.
From the outset, we built a trauma-informed approach that prioritised psychological safety for all involved. Team members were given the autonomy to step away when needed, and we rotated attendance of the event to allow space for reflection and recovery. Our needs and emotional load were an open dialogue, and the event organisers also provided group counselling sessions to explore coping techniques and share strategies for maintaining mental health and stamina in such an intense context.
The experience showed us the importance of flexibility, trust, and proactive care. It reinforced that mental health planning isn’t just about managing risk, but about enabling resilience and compassion in everything we do.
The approach we have developed is therefore not a rigid checklist or a one-size-fits-all solution. Instead, it’s a framework for open dialogue, tailored support and shared responsibility, designed to meet the unique emotional and operational demands of each piece of work. It encourages teams to reflect on the nature of the work ahead, consider potential risks, and co-create support structures that are inclusive and reflective of the work. Whether it’s rotating responsibilities, building in recovery time, or simply making space for honest conversations.
While the approach is designed to give everyone, at all levels, the opportunity to speak up, set boundaries and support one another, it also recognises the importance of modelling positive behaviour from the top down. Project leads play an important role in setting the tone, whether it’s opening up dialogue, shaping tailored support structures, or modelling healthy behaviours, such as respecting digital boundaries. This helps create a culture where wellbeing is prioritised, and individuals feel empowered to advocate for their own mental health and needs, as well as those of others.
Because individual needs matter. Our process allows for one-to-one conversations and tailored adjustments, ensuring people can choose to opt out of work that feels too close to home, protect their personal limits, and access support without stigma.
Ultimately, our mental health planning is about creating a culture where wellbeing is woven into the fabric of our work. It’s about leading with care, listening deeply, and making space for the human side of communications. We truly believe that when our team feels safe and supported, we can show up better for each other, our clients, our communities, and the causes we champion.
Find out more about the work we do here.