Ask Devin

Sooo I’m kind of known for looking on the bright side, but I actually think this is a huge compliment. Of course, it comes with a lot of weight, but the fact that people look to communication as the potential solve for so many issues says a lot about the value of internal comms. It proves that our seat at the table is real — and well deserved!

That said, comms can’t (and shouldn’t!) act alone. Communication can support culture, clarify workflows, and reinforce leadership decisions, but it can’t fix broken systems without real partnership behind it. That’s where boundaries (and alignment) matter.

What does work is overlapping goals and tight collaboration with teams like HR, Employee Experience, Engagement, People Ops, etc. When those teams are addressing root issues and internal comms is shaping how changes are communicated, reinforced, and understood, the work actually sticks.

To put my own example out there, at Workshop I work very closely with our Employee Experience Manager, Brooke — and I mean a lot. We’re syncing almost daily to troubleshoot open rates, talk through how, when, and where information should be shared, and use survey feedback to regularly pivot how we do things. That partnership helps us move faster and makes it clear where comms is leading versus where we’re supporting broader initiatives.

Leadership buy-in plays a huge role here, too. Even with the right strategy in place, internal comms still has to communicate what it’s doing and why it matters. Keeping leaders informed, sharing insights from surveys or engagement data, and closing the loop on feedback reinforces the value of the function and builds trust over time. When leaders understand how comms influences clarity, adoption, and alignment, it becomes much easier to draw healthy boundaries around what comms can realistically own.

You might not have a coworker like Brooke at your organization and that’s okay. The principle still applies. Look for where your goals overlap with other teams, be clear about what comms can influence (understanding, clarity, consistency, trust), and name where other teams need to own the actual change.

One mindset shift that’s helped me is reframing internal comms from “fixer” to “enabler.” Our role isn’t to solve every problem, but to make sure the right information is shared clearly, feedback flows both ways, and leaders understand how communication is landing.

At the end of the day, strong internal comms doesn’t mean carrying everything on your shoulders. It means showing up as a strategic partner, keeping feedback channels open, and being confident enough to say, “This is how comms can help and this is where we need others at the table.”

And if leaders can clearly articulate what comms is responsible for, how it supports broader initiatives, and where its impact shows up, that’s usually a sign your seat at the table is exactly where it should be.