Hey there, I'm Devin!
Most of the time you can catch me deep in the world of internal comms at Workshop (yes, the Happy Mondays folks!), and while I love AI, there are just some comms questions that need a human who really gets it… that’s me!
So Devin…
In comms, we talk a lot about advocacy, but what happens when that falls short within your own team?
What would you do if you reported to a comms leader who’s indecisive, frequently reverses direction, and resists process? It’s starting to feel like a constant cycle of “make it pink… no, blue… actually, pink.” Managing up in that environment is exhausting, especially when repeated efforts to bring structure, share feedback, or offer solutions just don’t land.
I’ve led comms teams before, so I know how powerful alignment and process can be. But here, I keep hearing the same pushback: “We’ve always done it this way,” “We’re not ready,” or “Maybe next time.” And next time never comes. I’m trying to make it work, but with how rough the job market is, finding a better-fit team hasn’t been easy.
How do you navigate this kind of dynamic without burning out or losing faith in the work entirely?
Having strong advocates on your team can make internal comms work so much easier. So I can only imagine how draining it must feel when the opposite is true — when the support just isn’t there, decisions are constantly reversed, and your efforts to build consistency don’t seem to land. That’s incredibly frustrating, especially when you care deeply about the work and know what “good” can look like.
My first reaction? Try a bit of A/B testing. Yes, it adds a little more work on your end, but sometimes leaders stick with what’s familiar simply because they can’t see the alternative. Even great communicators can struggle to get traction when the person on the other end can’t visualize the idea.
Try to follow the direction your leader gives, but if possible, also build a version of the work that reflects your recommendation. This could be a campaign concept, newsletter layout, or a messaging draft — even if it’s never sent, it gives you something tangible to compare. You might even test your version with a small group and bring back a few quick data points (pulse surveys are great here!) or reactions. That way, you’re not just making a case — you’re actually showing what’s possible.
And if duplicating work isn’t feasible from a time or capacity perspective, another approach is to reframe how you bring ideas forward. Instead of asking for approval, start by grounding your recommendation in what’s worked before. Try language like: “Here’s what we learned from the last version,” or “I’ve seen this land really well with our team when we’ve done X.” You can also ask clarifying questions like, “What are we solving for here?” or “What’s the most important outcome for you?” That can help guide the conversation toward shared goals, rather than personal preferences.
Finally — stay in community. Being around other internal communicators who get the work and the challenges that can come with it can be a huge source of support, encouragement, and practical advice. And who knows! It might even open the door to a new opportunity that’s a better fit for you and your strengths.
Sorry this one’s on the longer side, but I really wanted to speak to the full scope of what you’re carrying. I’m so glad you wrote in and trusted me to answer. Here’s to better days ahead!
