Why leadership sometimes undervalues communications (and how we can change that)

Why leadership sometimes undervalues communications (and how we can change that)

Let's be honest, who hasn't felt that familiar sinking feeling when our carefully crafted communications strategy gets brushed off as "just PR and marketing" or in internal updates comms and marketing appears last on the agenda, basically shoved to the bottom of the priority list.

Those of us in communications know the real power of good messaging, smart brand positioning, and proper stakeholder engagement. Yet how many times have we watched executives treat our work as a nice-to-have rather than the business driver it truly is?

I've certainly been there, and I often wonder: why this disconnect sometimes exist, and more importantly, how can we fix it together? Some of the reasons why leadership can sometimes overlook communications as a strategic asset that can drive business growth and build brand reputation:

Is our work getting seen as a tactical function, not a strategic one?

I used to catch myself assuming leadership understands communications as well as I do, a bit naive really! When leadership mostly sees our work as press releases and social posts, they miss how we prevent reputation disasters, build lasting trust, and add real business value beyond the obvious visible outputs.

The challenge of short-term business pressures and ROI

Unlike our colleagues in sales or operations, our impact isn't always immediately visible on a spreadsheet. We know our work builds brand value, boosts employee engagement, and protects reputation but these benefits often take time to show up as numbers that leadership can easily measure.

With constant pressure to deliver quarterly results and cut costs, it's hardly surprising that long-term brand-building gets pushed aside. Even though we know that solid communication strategies are what drive customer loyalty, investor confidence, and a strong employer brand in the long run.

A lack of representation at the decision-making table

As comms leaders not being included in those crucial meetings around strategy and change, we end up implementing plans we didn't help create. I sometimes think would a board without financial training make decisions about the company's investment strategy. Probably not. Yet our communications expertise often isn't valued or just sidelined.

So how can we as communications professionals drive more influence?

When possible, always connect your communications to the wider business KPIs and strategy. I have found that linking our communications work to concrete business outcomes makes a massive difference. Whether it's improving customer retention, improving staff engagement, or reducing reputation risks, showing leadership exactly how our work supports their priorities helps them get what we do.

1.   Educate leadership on the value of reputation and perception

Trust and credibility directly impact the bottom line, something worth gently reminding our leadership about. Sharing a few good examples from competitors can open their eyes to how communications shapes market perception, investor confidence, and talent attraction.

2.   Proactively connect communications to business challenges

Don't wait to be asked! I've found it works wonders to spot opportunities where good storytelling or thought leadership can drive business growth. When we bring solutions rather than just execute orders, we show we're strategic thinkers too.

3.   Quantify the risks of poor communications

Sometimes showing what might go wrong is more persuasive than explaining what could go right. Reputation damage, unhappy employees, and regulatory problems have cost companies millions, real examples make leadership sit up and take notice.

4.   Secure leadership buy-in for a seat at the table

The best comms functions are part of strategic decision-making from day one, not just called in when there's a crisis. Making the case for communications to be at the table ensures our perspective gets heard when it matters.

5.   Managing internal stakeholders

Never assume that leadership or other core business functions understand communications as well as we do. Take them on the journey and provide as much context as you can. Some of the best communications leaders I’ve worked with have become brilliant at managing and socialising communications strategy with everyone they need to influence.

The bottom line

The evidence speaks for itself: companies that properly invest in communications outperform those that don't. As communications people, it's critical to position ourselves as strategic advisers who deliver tangible business value. The more we connect our work to business success, the harder it becomes for leadership to overlook the value we communications can deliver.

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