By Ben McCallum, managing director, UM Sydney
In agency life, there is a tendency to place greater value on the most difficult and demanding aspects of our work while overlooking those that bring pleasure and joy. Whether it is a challenging client conversation, writing a detailed report, or crafting a complex presentation, these tasks are often seen as indicators of true dedication and value.
Meanwhile, relationship-building activities, creative collaboration and even moments of leisure are frequently dismissed as secondary or less impactful. I ask the question: Why? Why do we elevate pain and discomfort and dismiss the benefits that can come from creative collaboration and relationship-building when both are crucial to long-term success?
At the heart of this mindset is a deeply ingrained cultural bias: the idea that hard work, effort, and sacrifice must precede success and value. Psychologists refer to this as the “effort justification effect”—the idea that we place greater value on things that require significant effort or hardship. If something is challenging, we assume it must be worthwhile. If something feels enjoyable or effortless, we tend to undervalue its impact.
This perspective is not just a cultural concept; it is deeply rooted in our evolutionary psychology. Historically, survival depended on overcoming adversity. The more challenging an experience, the greater its perceived reward, whether in terms of physical survival, social status, or intellectual progress. In modern work environments, this translates into a bias that prioritises stress, long hours, and high-pressure tasks over equally important experiences like collaboration, relationship-building, and creative thinking.
Building strong and lasting relationships is fundamental to our personal success and that of the agencies we work in and the clients we work with. We know building connection beyond the transactional element of the product or service we provide, leads to long term growth opportunities. When we prioritise connection, it often creates a deep sense of loyalty, which in turn leads to better communication, better solutions and a shared commitment to prosperity. It could be argued these moments offer more value than the production of content as connection unlocks insights, strengthens bonds and develops unity.
The irony is that many of the most successful agencies are built not just on hard work but on strong relationships. Beyond the transactional nature of services offered, long-term growth often stems from trust, collaboration, and shared vision. A client lunch, a brainstorming retreat, or an industry event may not generate a spreadsheet full of measurable outputs, but these moments cultivate loyalty, unlock insights, and lead to better communication and solutions.
Ben McCallum
Some might argue that these moments are even more valuable than traditional outputs, as they serve as the foundation for innovation and growth. Creative problem-solving does not happen in isolation—it thrives in environments where people feel inspired, supported, and free to think differently. The challenge is not in working harder but in working smarter, ensuring that both the difficult and enjoyable aspects of work are recognised as essential to success.
If we want to build a sustainable agency model, particularly in Australia where innovation and creativity are essential, we must rethink the bias. Prioritising moments of pain over pleasure may lead to burnout and disengagement. As leaders, we must recognise that there is inherent value in both the challenging and the enjoyable moments of work. Striving for a balance where people feel comfortable engaging in both the difficult and the enjoyable parts of their roles is crucial for long-term success.
In my own leadership journey, I have experienced both extremes. I have worked with some of the industry’s best minds. I’ve also experienced environments where stress and discomfort were prioritised above all else. The lessons learned from both have shaped my leadership approach today.
Leadership is about creating an environment where people can grow, expand their knowledge, and deepen their passion for the industry requires intentional leadership. This means fostering a culture where both challenging and pleasurable moments are seen as equally valuable.
It is easy to say, “it’s changed since my day” and indeed it has, and quite rightly so. Today we recognise work environments are constantly evolving and the way we approach leadership, and creativity must surely evolve with it. However, one thing must remain constant, the need to attract bright, creative minds who challenge norms, break down barriers, and bring fresh ideas to the table. To fuel innovation and creativity, we need a healthy balance of experiences, ones that are both challenging and fulfilling. Only then can we create a sustainable, dynamic work environment where talent thrives, and long-term success is assured.
So, the next time you hear a colleague planning a client event or an off-site brainstorming session resist the urge to view it as time wasted, recognise it is an investment … one that is as valuable as the spreadsheets and reports that define the traditional concepts of productivity.
Because, as always balance is everything.