Social Good CEOs: Your Communications Team is Burned Out
January 15, 2026
Foundation and nonprofit CEOs and executive directors: we have some bad news.
Your communications team is likely at the end of its rope.
If you have a strong relationship with your communications and marketing lead, you may already know there’s a problem.
But it’s unlikely you know just how bad the problem is.
So, here’s some context:
If your communications lead has been on the job for a while, they’ve weathered the Covid-19 pandemic, an erratic (to say the least) political climate, natural disasters, changing
internal priorities, new strategic plans, a flurry of executive orders, the continued decline of traditional media, changing consumer habits, the rise of AI … and that’s just some of it.
Over the past five years, they have also likely navigated leadership changes within their organizations, stood up disaster response efforts, and have been forced to scrap and rewrite your organization’s messaging at least twice.
Put more simply: they’ve been in nonstop crisis mode for years with no end in sight.
Many of the communications pros we encounter are working long hours and weekends and managing significant stress — all while earning less than they would make if they took an (easier) corporate role.
They want to see it through because they care deeply about the mission of the organizations and communities they serve.
They are loyal. They are optimistic. They believe better days lie ahead.
Yet many are starting to lose that hope.
This sounds bleak, but here’s the good news: it’s not too late for you to keep your best communicators on board and energized.
Before we tell you how, let’s explain why it’s important to rethink the way you’re leading your communications team.
Role of communications
Many foundations and nonprofit leaders view communications as an expense — a fungible line item that doesn’t bring real value to the bottom line.
In many organizations, that has led to communications being under-resourced and undervalued. It’s often seen merely as a job shop that exists to support the development and program teams and the executive office.
In truth, it’s as vital to your organization’s success as sound financial management, a crackerjack development director, and a high-functioning board.
Communications is the engine that drives fundraising revenue, inspires partners to join you in advancing your mission, makes the case for policy changes that improve lives in your community, manages risks, and creates the conditions for a cohesive team.
When you prioritize communications, you create clear alignment throughout your organization on how to bring your strategic plan to life. You ensure you are showing up in every external meeting and presentation with a clear and accessible message. You center your work on making your community better.
When effective communication leaders are empowered to do their best work, they excel at identifying reputational risk, spotting opportunities, and serving as the voice of reason during challenging times.
When their work and counsel is honored, when their teams are properly resourced, and when they have a seat at the table for key decisions, their value becomes clear.
What you can do
If you’re a CEO or executive director, you have a lot to juggle. When your communications team is properly supported and empowered you’re more likely to succeed in keeping all of the balls in the air — giving you the tools to capture new opportunities and create a more resilient organization.
Here are five things you can do now to position your communications team — and your organization — for greater success.
1. Benchmark and invest
It’s time to view communications as an enterprise investment — an investment that will support your ability to raise funds, advance your mission, and make you more effective as a leader.
This may feel risky at a time when budget pressure is high. But the cost of losing your communications leader — and having an overworked team — is likely much higher.
More than 9 in 10 community foundations that responded to our 2025 communications survey say they need more communications resources to achieve their organizational goals — yet nearly half said they expect their communications budgets to decrease or remain the same over the next two years.
If that trend is true across other organization types, this dynamic will have catastrophic consequences for the sector and the communities you serve.
How do you make the case to your board for more investment?
We recommend checking out benchmarking tools like our community foundation communications survey and salary survey — and by those offered by organizations like the Council on Foundations and state and regional associations.
You can also investigate the approaches and budgets of high-performing peer organizations.
2. Leverage technology
Your communications team is extremely likely to be using off-the-shelf AI platforms and tools to assist with content creation, storytelling, and planning.
But most professionals are mostly self-taught on how to use AI tools and don’t yet have the aptitude for creating agents and leveraging capabilities that will help them focus on maximizing their time — and brainpower.
You can help by encouraging — and investing in — opportunities to get high-level training that will supercharge their ability to produce great and consistent work. It will also help them get their nights and weekends back.
3. Give them a seat at the table
Communications teams are more effective — and more engaged — when they are part of the process for setting strategy, identifying new initiatives, and making key organizational decisions.
If your communications leader isn’t part of your leadership or executive team, you’re missing a key perspective, reinforcing the idea that communications isn’t valued, and putting your communications team behind the 8-ball when they are called on to support your strategies and initiatives.
4. Roll up your sleeves
You can show support by creating processes that give your communications team more autonomy, by getting actively engaged in creating and updating crisis communications plans and other key infrastructure efforts, and by encouraging the rest of your organization to become true partners with communications.
5. Let them know they are valued
Take the time to show your appreciation. Express that you understand the complexity and challenge of their jobs, and you recognize their dedication, expertise, and commitment to your organization.
A little authentic praise goes a long way.
When you take these steps, you’re sending a message that communications are a vital part of your organization’s success — and sending your signal to your communications team that they have your support for the challenges ahead.
You’re also helping your organization build strength, become more resilient, and be ready to face whatever comes its way.
