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!
Hey Devin! I just joined a company as an Internal Comms Manager, and I’m realizing my boss, her boss, and I all have different visions for this role. My immediate supervisor thinks our team shouldn’t own other departments’ communications (think HR, payroll, IT) — only company-level or executive announcements. Her boss feels those comms shouldn’t even be sent from a corporate account, but should be communicated down from people managers to their direct reports. I was sold on the idea that I’d be able to build out this function with some autonomy, and I’m struggling to align to their expectations and really understand what I do here. I love the idea of being a “storyteller” of employees’ successes, but I also think having no control or input on all the comms spreading around is a recipe for disaster and disengagement. How would you navigate this?
Well, first things first… congrats on the new role! I know it might not feel like it right now, but noticing this misalignment in your first few months puts you ahead of a lot of folks who don’t realize it until a year in (or simply choose to ignore it!), when it’s much harder to untangle.
From what I can see, you’re framing this as a question of ownership, but I think it really boils down to influence. Internal comms doesn’t have to be the team that physically sends every message to be the team that shapes how communication happens at your company. Some of the strongest IC functions I’ve seen (and been a part of!) operate less like a publishing house and more like a strategic advisor. They set the standards, build out templates, coach the senders, and keep the whole “ecosystem” from slipping into chaos, even when their name isn’t on the “from” line.
And to be 100% fair, both of your bosses have a point. Your director is right that a team of three can’t (and probably shouldn’t!) own HR’s open enrollment emails, IT’s password reset reminders, and everything in between. Your chief is right that some information genuinely lands better coming from a direct manager than from a corporate distro. Neither of those instincts is the problem. The problem is that nobody has connected them into one coherent picture yet, and you’re left stuck trying to fill the gap.
So here’s what I’d recommend: get the three of you in a room and propose a simple framework. What does IC own? (Probably company-wide and executive comms, plus your storytelling work.) What does IC advise on? (Departmental comms, where you provide templates, a quick review, and a shared calendar so messages don’t collide.) And what does IC enable? (That manager cascade your chief wants only works if managers actually get talking points and toolkits… and that’s you.) Writing it down matters. Right now you’re trying to satisfy two unwritten visions at once, and that’s suuuper exhausting for you and confusing for everyone else.
One more thing: don’t let this tug-of-war crowd out the part you clearly love. The storytelling! I also love making employees feel seen, heard, and connected — it’s often the work that builds the credibility you’ll need to influence everything else.
All that to say, best of luck! And seriously: you’ve got better instincts here than you’re giving yourself credit for.
