My Communications Director is an Idiot

Image by jdhancock on FlickrI’m friends with many nonprofit program and research directors who confide in me about their various scuffles with communications or fundraising staff in their organizations. Nothing strange there.

But what I do find a little surprising is how often I will meet a program or policy director, or even an executive director, for the first time, and upon learning what I do for a living, they will say, “Ugh. Our communications director is a complete idiot.”

They want to know if they can send this “most annoying and useless person on staff” to my trainings so I can “tell her what her job is supposed to be” – which I have no doubt in said program director’s mind means turning her into some kind of indentured servant to the program staff or simply making her disappear.

When I probe a bit further, here are the more specific complaints I hear.

“She knows zero about what we do. She is always asking really stupid questions.”

“She edits the articles I submit for the newsletter, and she dumbs it down so much or cuts it back so far that what we are left with is factually incorrect, and therefore embarrassing.”

“She wants to know about my day, because she says she needs to tweet it. WTF?”

“It’s her job to update the website and write the newsletter. So why is she constantly bugging me to write stuff for her?”

Of course, my first reaction is to always stick up for the communications director.  I usually say something like, “It’s her job to explain the work you are doing to others, which means she needs you tell her what it is you are actually doing. She can’t just make stuff up. And then she has to translate that into plain English, because most people don’t really get what it is you do for a living or understand all that lingo you use.”

That usually elicits something like, “Yeah. OK. But I still think she needs some training.”

To which I reply, “She may very well. Nonprofit communications is much harder than it used to be, especially with rapid-fire social media,” at which point I am usually interrupted with some stupid question of their own (which, of course, isn’t stupid in their eyes) about their own private use of Twitter or Facebook.

If this all sounds painfully familiar, it’s time to have everyone sit down and talk about what they do, the value it provides to the organization as a whole, and how each person can mutually benefit from the others on staff. There is no good reason why you should have so much animosity between program and communications staff (or fundraising staff . . .Betsy Baker wrote about this recently from the grantwriter’s perspective). And yet there seems to be quite a lot of friction.

Is this happening within your organization (or in one you know)? What’s going on, and what suggestions do you have for making it better?

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  • Kristin Baldwin

    I used to be a communications director for a non-profit – that had to be one of the most frustrating and thankless jobs ever.  Staff used to come up to me either the day of an event or right after something exciting happened and wanted me to pitch it to the news…umm…it’s not news anymore, dearest.  I would often talk to people on the outside about our image and our programs and take back this feedback to blank stares.  No thanks – never again.  

    • Kivi

      Yikes. What do you think was going on there, Kristin? Anything that some education, or leadership, could have solved? 

      • Guest

        People have to be willing to be educated. Disdain is a difficult obstacle to overcome.   

        • And where does all this disdain come from? I think that’s probably the real question.

          • Guest

            I speculate it stems from the fact that we all communicate. Every single one of us, every single day. Many of us more successfully than others. Some of us for our profession. Some not. But we all do it. So the more foolish leaders/directors/heads of whatnot out there take themselves to be communications experts, because hey – they do it every day! I think the mindset it one of “I could do this, but I just don’t want to because I’m more interested in [fundraising/leading/situating my head in a hole in the ground].”

            Everyone thinks they know how to do it. Or know how to tell you who to do it.

            Ok, not literally everyone (thank god) – but so, so many of the nonprofit “leaders” out there…

  • Lynne Melcombe

    Thanks for this. I’ve been a communications contractor to nonprofits for several years, and worked as a full-time communications director for a nonprofit briefly. I’ve had experiences that were very good, and very bad. One of the things that drives me nuttiest is executive directors who think they know everything there is to know about communications apparently because they had a 15-minute conversation with someone about it once and picked up a few bits of jargon to throw around, and who now think that any time I suggest to them that something might involve more work and take more time, I’m either doing so to increase my hours and squeeze more money out of them, or because I’m lazy and lying when I say that the amount of work they’ve asked me to do in six days couldn’t be accomplished particularly well in six months.

    In my one short-lived full-time job, in a field that is fraught with controversy, I repeatedly tried to explain why pursuing national media coverage while the organization was wading through several serious internal crises was not only not going to ameliorate deep funding and public relations issues but make them worse; to explain why internal communication was not a waste of time but a starting place to address situations in which efforts were constantly being duplicated because no department knew what any other department is doing; to stress that an organization that depended for its income on a network of 15 or 16 websites should consider updating broken-down 12-year-old hardware and software instead of blaming all the problems on the 24-year-old part-time IT guy/full-time IT student who was running the IT show solo; to suggest it might be a good idea to develop a job description for the communications director that provided more clarity than a list of nine tasks related to getting media coverage, one five-word sentence about supervising the IT guy, and no reference to any other aspects of communications … believe me, I could go on and on and on, but I think you get the picture.  Any wonder the job was short lived? (The organization went under a few months later.)

    Most of my contract work in communications has been good, I think largely because the role I’ve played has been very limited. I was starting to have hopes for a situation in which I was offered three jobs in a row, but I could not get the message across that if one wishes to conduct an annual awareness campaign, it wasn’t going to work to call me a week before National Their Cause Month, hire me to come into their office one day per week in order to liaise with the staff, not give me my own voice mail box on which journalists could leave messages and which I could access remotely on other days of the week, not allow me to use my personal cell phone as a contact number, not grant me remote access to my company email address or allow me to use my business email address, not recognize that just because one is a good writer doesn’t mean one can read someone else’s mind when they don’t convey a feature story idea clearly and it needs to be rewritten, not understand that if the same person is researching, writing, editing, laying out, and proofreading the newsletter, it’s quite likely typos will sneak through … again, I could go on and on. That organization is still around but, after the third job, I began declining further offers of work.

    I love working with nonprofits, particularly when it’s a cause I really believe in, and for the most part I’ve had good experiences. With situations like the above, I’m not sure what kind of education or training would make the difference. But thanks for saying some things that really needed to be said!

    • Wow Lynne — wondering how many people are REALLY seeing their orgs now . . . 

      • Lynne Melcombe

         I would like to think a few …

  • Guest

    Great article. 
    A Communications Director is all things. Brand strategist. Marketing director. Public Relations manager. Development strategist. Fundraising event promoter. Grant writer. Campaign developer. Webmaster. Social media expert. Media and community liaison. Writer of all things. Editor. Graphic designer. Photographer. It’s a huge, huge job. Requires tremendous insight, research, creativity, accuracy, energy, and attention to detail. Demands someone who can look at the big picture and connect with a variety of audiences, stakeholders and constituents. Battles are fierce with program directors for reasons stated by authors above and below. Directors, board members and colleagues have no understanding of the amount of time it takes…and the intense pressure it requires…to constantly churn out public-facing materials on roller coaster deadlines. Long hours. Low pay. Surrounded by (mostly) thankless and critical coworkers. Only a fool, such as myself and many other brave souls, would endure this job for long. 
    The cause brings fulfillment, but at a heavy price.  

    •  Wow!  I couldn’t have said it better myself.  This really is spot on!  It is a huge job with a wide variety of stakeholders, changing deadlines, limited resources, frequently nebulous goals and desired outcomes, and so forth.  And, of course, there are also the critics who think they know how to do your job better than you do. 

        On the flip side, many communications directors, including those who experience what this article describes, also think they have the best/coolest/most challenging job in the world.

        What do you think is the connection between the challenges the job presents and the reasons we stay in this career field?

    • As Mark said, I couldn’t state it better myself. It’s a burnout job. I don’t do it any more – I just support communications directors now as a consultant. But my experience as one really helps me figure out how t make their jobs easier. I’m getting more calls to do social media, which I love, and is nearly impossible to do when managing everything else for an organization. 

  • Thanks for this refreshingly honest article.  While I’d like to think my program colleagues don’t want to make me disappear entirely, I think we can all do a better job of defining our expectations.  We all get caught up in the minutiae of our responsibilities and it can be hard to appreciate another person’s perspective.  Whenever there are unrealistic demands made of me, I tend to think I haven’t explained something properly and that I should do a better job up-front.  It is my responsibility to understand what my colleagues do and are working on, but it is also their responsibility to understand my role and limitations.  Like any relationship, it can either be healthy or unhealthy.

  • I love working in non-profit PR, and I’ve been very lucky, but I confess there are moments of frustration trying to explain to people that to get their message out I need to talk about it in regular English, not specialist jargon. I try to always start by explaining the message I’m trying to get out and to who. “How would you explain this to your grandmother?” is usually a good approach.

  • Tari

    It is refreshing to know I’m not the only one who has experienced some of these problems. The irony is that as communications professionals one of the hardest challenges is communicating about the value of what we do and how we do it. Funny how people hire someone for their expertise then think they know better. I once worked for an organization where the board edited all my copy, including press releases! It was crazy.

  • BobbyB

    I think this kind of commentary occurs anytime colleagues don’t fully understand the scope and contributions of a particular job role. If I had a buck for every time I heard a co-worker make a similar statement about another job role within a given organization, I’d have a tidy sum to tuck away in my retirement account. 

    So, to be fair, I have to say that I’ve heard uninformed comments like these made about everyone from CFOs and CEOs to admin assistants. More often than not it just comes down to ignorance.

    And that’s something that leadership can help to change. Where there is good leadership that unites co-workers as a team — leadership that makes clear the parameters of each role and how each is integral to the success of a given project or the organization as a whole, the less you will encounter these uninformed and disparaging comments.  And imagine the effect it would have on productivity.

  • Sarah Durham

    Kivi, I love that you’re talking about internal communications here, too. So often we focus on the external stuff- but if we don’t get it right within organizations first we’ll never be aligned as external messengers. Great piece!

    • Hi Sarah, Yeah, when people want to talk about internal communications, it seems like it’s always something like “no one reads my update email that I send out.” I think we have to go way beyond “updates” via email and staff meetings to get at what’s happening here. Would love to hear how you’ve helped clients with this at Big Duck!

  • As a political and nonprofit writer, editor, and manager, I’ve been both the idiot and the victim of idiots. As a communications director, I work very well with people who know what they’re trying to say, who they want to say it to, and what they’re trying to accomplish. But sometimes the complaints above really mean: “I don’t have a strategy.” “I don’t have a strong case for supporting this program/project.” “We don’t really have many results to report.”

    Social media presents a particular challenge to people who lack strategy, a compelling case, or impact. Because you have to express these things in few words, and very powerfully.

    My advice to fellow communications directors is to understand what your staff is trying to achieve, and focus on how you can help them succeed. Try to think like a researcher, a project director, a CEO, or a board member. Your job is to use communications to help them and your organization succeed. If you can agree on your goals, you can find ways to work together.

    For people who have to work with communications directors, take the time to understand what they’re trying to do, what pressures they’re under, and how you can help them. If they ask for things at the last minute, ask if you can help them start an editorial calendar, so you know how and when you can contribute. If you don’t like the way your communications director tweets about your content, ask if you can offer a short comment that works for that platform. If they’re reasonable, they’ll welcome the suggestions because it will save them time and improve your relationship.

  • Amy

    Thank you for posting this article!

  • Anna

    Perhaps some of the disdain comes from the fact that this communications person – who is not your boss – is approving or editing or rejecting your work. That’s a hard pill to swallow, especially for people who aren’t really used to reporting to someone else on details. The Communications staff is on the border between internal and external, translating internal jargon and strategy into stuff that outsiders will actually relate to and care about. I find that one must walk this line very carefully and diplomatically – working *with* other staff to come to the right outcome, instead of trampling on what other staff have already put together. I *think* that I do a good job of it, and I *feel* like I’m more respected than the previous Comm person who was more of a trampler… but who knows what they say about me behind my back!

    • Very good point about being a trampler! Would love to explore this more . . .what do you think you do differently than the previous person?

      • Anna

        My sense is that the previous person was very curt in her responses when people would run something by her (a press release, etc). Since I’m more than aware that I’m learning as I go, I try to make things like this a conversation – “I see where you were trying to go with this, but I wonder if this language might be confusing to people who don’t know as much about this as you do. Could you tell me more about it?” Having people talk through their idea/program/event in several different ways (talking, not writing – this is key) gives me language to pull from and play with – and it’s THEIR language (with tweaks!) so they are usually satisfied in the end. In fact, I think they’re usually blown away when I’m able to take so many disorganized ideas and turn them into something direct and concise! It seems like magic, but it’s really just listening.

        Another example: “I understand that you’re not thrilled with the ROI on that ad campaign; but from my experience, results can be delayed and are more likely if we run the campaign longer.” I guess instead of saying the person is right or wrong, I explore other options with them, take the stance that we’re experimenting together, and explain that my opinion is coming from research or past experience, and isn’t just random. Explaining my reasoning is especially helpful with the CEO. 

        • Andrea B.

          I agree completely.  Getting people to talk is key! Sometimes I just pretend I’m a reporter and take down “the story.”  (However, I am a former program-person turned Communications/Community Relations, so I already have an in).  I haven’t had any negative feedback… but mostly I think that’s because our organization members all know where the money comes from!

          • Anna

            I pretend I’m a reporter, too!

          • There’s a name for that: “Brand Journalist”  — many corporations are hiring former journalists to approach the communications job in just the way you are talking about. 

          • Anna

            That’s fascinating! And comforting to know we’re on the right track 🙂 Found this link that that talks more about Brand Journalism: 

  • Tracy Moavero

    I’ve had staff second guess me, which is super annoying when it’s my area of expertise. And I know how aggravating it is for development staff to feel like program staff see donors as ATMs.

    It can be helpful to explain why something needs doing, linking it back to a bigger goal everyone agrees on. “We’re trying to change policy in our state, so this action alert needs to be clear and motivating. We need as many recipients as possible to call the governor’s office since, as you’re reported, she’s not with us on this issue.” 

    Showing results on a regular basis helps, too, such as explaining how the last short and pithy action alert boosted the response rate while other, more wonky ones didn’t do as well. Tell people about a jump in donations after some great press hit, or a bump in Facebook shares when a nice graphic was posted.

    • Hi Tracy — I agree . . . immediate feedback (or close) on what’s working and not can helpful in piquing the interest of program staff, and can even encourage a little bit of competition to “get it right” next time. 

  • Tracy Moavero

    One other thought: With rare exception, I find that “why don’t they just . . . ?” is a sign that someone doesn’t fully understand a problem, whether that’s “why doesn’t the development director ask for more money?” or “why doesn’t that homeless man just get a job?”

  • Would love to send this to a communications director who could stand to see it (and read the comments, in particular!) but not comfortable doing this with the published title…

    • I suspect I’ll be writing a follow-up with tips based on the great discussion here, so you can forward that. 🙂

  • KatherineA

    It is so ironic that the cause for all this is… a lack of communication!

    I have found that reaching out to staff consistently with updates demonstrating the value of the Comms department has helped bridge the gap somewhat. For instance, I email out an update every other week re-capping our best media hits and showing social media engagement. At the end of last year, I also tried holding an all-staff meeting to discuss the improvements and progress made and goals for the upcoming year. That also helped everyone see how many channels and audiences and tools we’re responsible for.
    And I absolutely agree with @720969411848b540fe9a7bd9a9b6e745:disqus that executive support and organizational culture are crucial for attaining mutual respect…but building those are a lot harder!

  • delete

  • Hi Kivi. My personal experience has been that many presidents/executive directors/CEOs (1) don’t understand the role of the communications director, (2) don’t understand how the communications director adds value to the leadership team, (3) think they have superior expertise and/or knowledge in communications, thereby rendering the communications director someone to direct rather than to lead. I once had a CEO introduced me to people as the guy who “makes things look pretty.” When I left that post, a colleague who sympathized with my frustration gave me an award for “Best Chief ‘Make It Pretty’ Officer Ever.”
    That being said, I’ve also met my share of peers who didn’t play a strategic leadership role in their organizations, who earned their leader’s contempt for not knowing their jobs and who allowed the work to devolve into a series of tactics without any strategic foundation.
    Happily, I now work at an organization that does understand the value of strategic communications, with leadership that trusts and supports me in my work. Thank god.

  • Kivi, you’ve discovered the not so wonderful world of silos, i.e., an organization where the big picture has been segmented by task and the various pieces distributed to internal departments with no processes or framework for them to collaborate or even to understand how integrated their work needs to be in order to succeed. And, by the way, this isn’t just a non-profit phenomenon. The corporate world is rife with silos. Sales, marketing, and product development people are each convinced they’re being sabotaged by each other. The real culprit, though, is management. An ED or board (or CEO or president) can’t just tell people to work together. There needs to be a framework and process in place to lead the way and make it happen. Unfortunately, getting it right is the exception, not the rule.

  • Any company culture that makes it ok to call a staffer a “complete idiot” to an outside consultant (or anyone, for that matter) has big problems that start with leadership.

    • Most of these conversations are more personal in nature, but point definitely taken!

  • Wow. I feel incredibly blessed and now a little paranoid, but mostly the former. I’m the CD at a nonprofit with around 15 staff members, and I’ve never had these problems (to my knowledge). I treat communications as a service/support function and work closely with everyone to help them meet their goals for advocacy, education, development, and operations. I know much of what they’re doing because we’re constantly working together, and I understand it pretty well because I have such a personal passion for our mission (started as a volunteer). No workplace is perfect, but we have a pretty flat, open-door structure and are all committed to common goals. I knew I was lucky but had no idea how lucky. Thanks for opening my eyes!  

  • Wow. I feel incredibly blessed and now a little paranoid, but mostly the former. I’m the CD at a nonprofit with around 15 staff members, and I’ve never had these problems (to my knowledge). I treat communications as a service/support function and work closely with everyone to help them meet their goals for advocacy, education, development, and operations. I know much of what they’re doing because we’re constantly working together, and I understand it pretty well because I have such a personal passion for our mission (started as a volunteer). No workplace is perfect, but we have a pretty flat, open-door structure and are all committed to common goals. I knew I was lucky but had no idea how lucky. Thanks for opening my eyes!  

  • tracynord

    I went through a situation like this at a previous job and I sincerely believe it was a result of a broken organizational culture. Program directors and executive directors from peer organizations also routinely insult me by saying things like, “I’m going to hire a program person rather than a development director, because I want someone who knows what they’re talking about,” or “It’s so good to have a site visit with the organizers, because it really matters who’s doing the communicating.” They key to overcoming these biases is to put your head down and do the work, humbly and respectfully. People come around when they see that you have good intentions and your work product contributes to their success.

  • Susan

    I am that idiot. Trying to get an organization that has spent the last 10, 20, 30 or 40 years navel gazing to actually look up and begin engaging with its customers, supporters, the press, or partners is a tough thing to do.  These people are often experts at one thing, the thing their nonprofit does. And communicating with anyone who doesn’t share that expertise or the accompanying narrow world view can be extremely difficult and uncomfortable. They don’t know how to do it. When they don’t understand, they begin to question their own skills. They become afraid. And then, as often as not, they lash out. I guess it is just human nature.

    I’m generally suspect of anyone who would start a professional relationship with the words, “My (fill in the blank) is an idiot.”


  • Too many people in communications positions really don’t know how to communicate. Those in charge of media relations often don’t understand how media work. I’ve spent 32 years as a journalist and communicator and I can count on one hand the number of times people in “communications” approached me for advice.
    I ended up writing a publication called “Make Your Point” which I used to give to NGOs especially to help them get the message out. There are people who are willing to help.
    I freelance now and I’m finding there is a market for that experience.
    I hope this article helps people realize how important communications is to organizations.
    Glenn Johnson


    • LucyG

      So true, Glenn. And I think when an organisation gets used to the wrong way of communicating, it can be very difficult to change people’s minds! I’ve been working at a non-profit for two years now, and I’m still having the same conversations about press releases…
      “We need a press release about this.””What’s the news?””It’s not really news but it’s very important for us to educate people.””Why do you want to send this to journalists? What’s the story for their readers?””It’s not for journalists, we need to tell everyone.””If it’s not for journalists and it’s not news, we can find another way to share the information.””You have to do a press release.”I’d love to read your publication!

  • Jack Flanagan


    Full disclosure – Recovering OPS/Programs person here. If you’ve had a significant number of potential clients literally call their Communications Directors “idiots” you may be pursuing a peculiar clientele.

    I was taught many years ago that in any organization there are two types of people – value creators and value destroyers. As a gross generality, the value creators pursue and achieve measurable results. In the nonprofit world this translates to better and more efficient programs (as measured by the recipients) and the resources (generally more and more satisfied donors and volunteers) to provide them.

    On the other hand the value destroyers generally pursue vague, lengthy and often expensive initiatives that have no discernible positive impact on benefeciaries or resource generators. Measurement, to the extent it exists, does not try to measure direct impact.

    There are value creators and value destroyers in any functional area including – yes – OPS/Programs. My own experience over the years is that OPS/Programs types cherish the true value creators in other areas (Communications, Finance, Development) and go out of their way to work with them. This is not unique to the nonprofit world.

    Thanks for a thought-provoking article.

    • Definitely not in client pursuit — these are almost exclusively people I meet in a personal context or sometimes a professional one, but not where I’m really positioned as a consultant. 

  • @KJThinks

    Nice article!

    I think communicators must become advocates for their roles (which of course, demands more time and energy).

    Researchers need to understand that communicators are there to help them overcome barriers to their target audience – if those barriers didn’t exist, all their research papers would be widely read in full without much effort. But we know that’s not what happens.

    Something I also find myself struggling with is the idea that communications is a “support” function of the organization and implies that all staff are not on the same level or that their work isn’t of the same value. And my support can’t take the form of major edits to their work. That’s not seen as “supportive”.

    In defense of researchers, academics, policymakers or whoever you might be communicating for, it took me a long time to get used to having my own work edited, critiqued and judged – not only for the content but for how the content is communicated. I find that many academics who are used to communicating with other academics are often praised for their ideas and not used to receiving criticism about writing (however constructive it might be). Should they get over it? Yes. We all have to – no matter how close to our heart the work is. It’s part of working collaboratively. But it takes practice and time to build a thicker skin.

    It is also my experience that through time and effort you can get researchers who understand communications and its value better than others. You have to prove your worth to colleagues – but most of the time it’s possible to get through and get less of the type of comments highligthed in this article.

  • Katie

    Reading the specific complaints people tell you
    made me cringe (I totally ask that stuff!) but also made me really appreciate my coworkers.


    It’s not hard for staff to see that powerful communications can be a key that can
    unlock many doors (participants, money, etc). But what’s not always easy to see
    is that it can’t be compartmentalized or just the role of one or two staff. In
    our work [organizing] it’s becoming more apparent that it’s got to be a part of
    everyone’s – organizers and fundraisers alike – skill set and took box if we’re going to get the reach and impact we want to have.


    We’ve done a lot of knowledge sharing (thank you Kivi for the relevant, sharable content!) and to a lesser degree trainings to get to a place where all staff understand what we’re aiming to do with our communications – and to see how simple and effective it can be.


    There’s still more to be done. It’s been a slow culture change over the past few years. But to be at a point
    now where multiple staff want their piece to be the shortest and punchy piece
    in the newsletter because they know it will actually get read, or the numerous
    emails that go around asking ‘would this be good for Facebook?’ and the
    number of staff using the database, website, Fbook and Twitter is incredible. It’s good for the cause. And, it makes my life easier ;).

  • TaniaSee

    Enjoyed reading the article and comments. I’m a CD and i can say my colleagues are good. We’ve focused on the relationship first, tasks second. We all have jobs to do, but we regularly see better results from acknowledging we all bring something equally important to the relationship. A practical tip I’ve found helpful is encouraging info via bullet points, which I follow up with a call. It might sound really obvious, but it really does save time for everyone and takes away some of the angst in translating tech speak for general public. Any tips that have worked for you?

  • Guest

    I wish I could comment more specifically, but too many folks I know read this blog, and I just can’t comment candidly without being identifiable. The one thing I will say is I think these troubles boil down to ineffective leadership. It’s sad, because as you said (more or less), it doesn’t have to be this way. Add to that a disengaged (or hand-picked, or worse – both) board, and you’ve got a recipe for an unfixable problem. 🙁  

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