Ask Devin

Over the years, I’ve learned that leadership teams are typically pretty hyper-focused on a specific set of goals. It might be revenue, hitting a hiring plan, expanding into new states or countries, or investing in employee development. Whatever those goals are, any proposal for something “new” (even if internal comms has technically existed for a while!) needs to clearly align with them in order to really get their attention.

So my first tip is to sync with your manager or a member of the leadership team to understand what those priorities are. From there, write out two to four clear goals for internal comms. Maybe that’s cleaning up distribution channels, better engaging frontline employees, or increasing adoption of your intranet. The key is making sure each of those goals overlaps in a meaningful way with leadership’s goals. See where I’m going with this?

That overlap is where the business case for internal comms is created. Once leaders can clearly see how internal comms helps move their priorities forward, it stops being a “nice to have” and starts feeling like something foundational — something worth investing in and building on.

Once you have that alignment and an official yes, it becomes much easier to have concrete conversations about visibility, resourcing, and how internal comms should be staffed and supported over time.