“Last year I left the for-profit sector to serve as the Communications Director for a small non-profit that wants to grow its programs and its visibility.  While I enjoy working in an organization that has a social “mission,” I’m struggling to build support for a communications plan that will strengthen our program work and external reach by creating a stronger brand....
I thought my challenge would be working with limited resources to get attention from folks outside the organization.  Unfortunately, I’m spending more time trying to build support on the inside, I never had this problem in my old job where folks understood that audience research and communications are critical to the business.  Before I start looking for a new job, do you have any resources or advice that can help me make a strong case?...’’
– Boise, Idaho

Our colleague from Boise is not alone and the irony is not lost on us – communicators have to make the case for communicating in today’s resource strapped non-profits and foundations. 

In the last 20 years, advances in technology and the use of communications to move issues and ideas has created gaps of understanding and confusion. However, as the sector has become more competitive, executive directors are responding to the pressure to increase visibility to strengthen programs and development by hiring communications directors and managers to direct external relations. 

Yet many organizations still view communications as synonymous with media and annual reports.  Building a new framework or paradigm for thinking about the role of strategic communications requires a sustained commitment to educating colleagues and peers.  It is also a requisite in moving the organization towards utilizing communications to further its mission.  As a result, today’s communicators need to view their internal communications challenge as an opportunity to inform and share knowledge. 

Unlike the for-profit arena, in which marketing and communications are more easily seen as integral to success, the non-profit and charitable sector has yet to embrace the strategic role of communications in their agency’s planning processes.  When an organization hires a strategic communicator, the challenge to build awareness while demonstrating value becomes paramount. 

Lessons from Colleagues

At a recent conference hosted by The Communications Network, three seasoned communication practitioners hosted a standing-room-only workshop to discuss this issue and to share insights and experiences in tackling this difficult and often dispiriting situation. 

Tips that emerged from the discussion included focusing on the importance of creating a communications culture that has leadership support. 

Karen Lake pointed to the critical value of providing support to program staff who may have difficulty seeing the relationship between communications and their goals. Lake emphasized the importance of leaving "ego" at the door, allowing peers to embrace and own a communications strategy can help move your objective.  Building on that point, co-presenter Joanne Edgar suggested providing a menu of communications support to staff much like a consultant and doing so in a manner that sets the right expectations from the beginning.   Co-presenter Mark Sedway suggested that getting the expectations and definitions clear right from the start can prevent the misunderstanding and tension.

Resources for Getting Started

As you begin to think about creating an internal plan to build a communications culture -- download and review the supplemental packet for tips and resources in getting started.  The following materials were distributed at the session and include easy to use handouts that can be adapted for your needs. 

The packet includes

1. Reasons to Communicate

2. Principles of Successful Communication

3. Ten Critical Questions on Building Internal Support

4. Five Indicators of a Communications Culture

5. Quotes on Communications