When Your Values Clash with Client Work: A Guide to Difficult Conversations

We've all been there: staring at a brief that makes your stomach turn, wondering if speaking up will cost you your job. The good news? There are thoughtful ways to navigate these tricky situations without burning bridges or compromising your wellbeing.

This question was answered by Martine Beaumont, founder and CEO of Select Wellness and Select Counsellors, alongside Olivia Gatt, Creative Director at Scooter. Both bring decades of experience helping creatives navigate workplace challenges with wisdom and practical solutions.

Start with self-reflection

Before marching into your manager's office, Martine suggests getting crystal clear on what's actually bothering you and why. "Any conversation you're going to have with your manager... if it's a really binary conversation where it's just 'I'm not going to work on this, that's it', you're not going to have the same result."

The key is painting a picture of what the conflict means for you personally. Martine's example hits home: "If I was asked to work on a gambling campaign and I've got two family members whose lives have been destroyed by gambling, that's actually going to really elevate my stress levels... which becomes a psychosocial safety issue."

Frame it as a shared problem

Rather than delivering an ultimatum, approach the conversation as a dilemma you'd like to solve together. Martine emphasises acknowledging both your needs and the business's: "It becomes more of a joint conversation about a dilemma that means a lot to you rather than a sort of cut 'that's it, I can't do this'."

This collaborative approach helps you avoid being labelled as "difficult" whilst still protecting your boundaries.

Take a methodical approach

Olivia shares her own experience navigating an uncomfortable Australia Day project. Her strategy was deliberately step-by-step: first, a conversation with her manager expressing concerns; then, a follow-up email with research and resources that moved beyond personal feelings to business considerations.

"It definitely needed to be a very methodical step through the process," Olivia explains. "It would not have landed well if I was just like 'No, I'm not touching that'."

Remove emotion from the business case

Whilst your feelings are valid, Olivia found success by "taking the emotional part out of it" when presenting her concerns. She backed up her personal discomfort with external resources and research, showing her reaction wasn't just individual but reflected broader concerns.

"They can't see that at this stage," she laughs, remembering her initial emotional response. "That can be a private conversation."

Know your rights and options

Remember, if working on something genuinely impacts your mental health, that's a legitimate workplace safety concern. The goal isn't to avoid all challenging work, but to find solutions that protect your wellbeing whilst meeting business needs.

Sometimes the answer might be swapping with a colleague, sometimes it's additional support, and sometimes it's a deeper conversation about company values.

The bottom line? You don't have to suffer in silence or choose between your values and your job. With thoughtful preparation and the right approach, these conversations can actually strengthen your relationship with your manager and create better outcomes for everyone involved.

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