We’ve all been there: Can the comms team create a video for this? Can the comms team write this event invitation? Can we send this message out to the press? The word ‘communications’ can mean many things to many people, so it is common for a lot of requests to fall into the inbox of the in-house communications team, but how big should the remit be?
Checking the definition of ‘communication’, Google tells me it is defined as: ‘the imparting or exchanging of information by speaking, writing, or using some other medium’. This broad description allows for the role of comms in a business to be endless.
While it might be simple enough for an organisation to consider the in-house comms team to be a specific resource that can be clearly defined, in reality it is anything but. In our world, where everything in a business is rooted in communication in one way or another, it is a challenge to see where the line should be drawn. Gone are the days of the role being specifically media relations or email marketing, internal newsletters or social media; for comms leads, it is now all-encompassing, and often crosses over into other marketing disciplines.
Size matters
A lot of the demand comes down to team size. Many larger businesses do have clearly defined comms roles – the specialists: Social Media Manager, PR Manager, External Communications Manager… Whereas for the majority of businesses, marketing teams across the country are now more streamlined, requiring individuals to become more agile and generalist. And this has resulted, unsurprisingly, in the scope of work becoming broader.
The effect of all this is most prevalent for comms leads, as these individuals tend to have a broader skillset due to the cross-functional exposure they have to the wider business. This unique position means that a lot of the responsibility for marketing output falls at their feet.
So, how do we bring about a Utopian working world where comms teams are able to maximise their time and skillset for the benefit of the company, without being bogged down with a never-ending to-do-list?
It is important to recognise that in smaller businesses, with smaller teams, no hard line can ever be drawn. Therefore, the scope of work demanded of the comms team should be considered and closely scrutinised, and it is up to the comms lead to manage up and lead internal stakeholders on the right path to comms success.
It’s not all about numbers
Often teams are measured by numbers: amount of coverage achieved, open rates etc. However, this only increases the workload as teams are looking to push out more and more content, primarily just to hit these numbers. Teams should always look to work smarter, rather than harder, and consider at all times what the end goal and desired headline are. The goal shouldn’t be numbers on a spreadsheet; it should be the sentiment towards the business, the engagement of a community – internally and externally – and the resulting sales.
While there will always be calls for a spur-of-the-moment email campaign, for ad hoc content creation, for increased exposure to the press, for an event; we should always consider what the business is trying to achieve from that mechanic and what would be the most effective and efficient way to achieve the desired results.
In many instances, the in-house comms lead should ideally be seen as an internal consultant and brand guardian for the business. Their broad knowledge of how the company operates and their comms-specific skillset make them ideally placed to strategise and determine the best course of action, that would garner the most significant results. Determining this course of action will bring into play other elements of the marketing mix and other individuals within the marketing team – ensuring the responsibility for success is shared.
When comms teams are trusted to prioritise strategically, lead stakeholders internally and collaborate across departments, they can spend less time firefighting and more time driving the conversations that build reputation, loyalty and revenue. That’s the role worth protecting.
Ben Jackson is senior PR & communications manager at Hallgarten & Novum Wines