Is it the words—or the work? Solving messaging vs. organizational strategy challenges

Strong messaging can clarify your work, invite participation, rally supporters, and make the case to donors—but it isn’t a magic fix. If people start sharing that your communications feel off, the issue may not be the words but the strategy behind them. Messaging challenges can sometimes signal deeper organizational issues, like unclear priorities, misaligned programs, or an identity that hasn’t kept pace with your work. So, how do you tell the difference between a messaging problem and a strategy problem? And more importantly, how do you fix it? 

Signs you have a messaging challenge 

A true messaging challenge involves how you communicate, not what you’re communicating. Here’s how you can identify one:

• You struggle to explain what you do concisely
• Different people on your team describe your work in different ways
• Staff or board can only explain a particular program and struggle with articulating the big-picture organizational story
• You’re saying too much—or not enough—and losing people’s attention
• Your communications feel generic or boring, blending in rather than standing out
• There isn’t a shared source (like a messaging or brand guide) for writing or speaking about the organization

If this sounds like your organization, good news: This is usually fixable with the right messaging approach. You need to define your brand strategy, sharpen your language to articulate what you do and why it matters, and train your team.

Signs you have an organizational strategy challenge

Now, if you’re experiencing any of the following, it’s likely not just a messaging issue—it may be an organizational strategy challenge:

• Your team can’t agree on what your organization does or prioritizes
• You’re using multiple mission statements, and no one knows which one is accurate 
• There isn’t alignment on your audience priorities
• Community members, funders, donors, or partners don’t see the impact, necessity, or added value of your organization’s work or services
• When these things are happening, no amount of wordsmithing will fix the problem. Before investing in messaging work, you need to clarify your strategy—your vision, mission, priorities, and audience priorities. Otherwise, you’re just polishing a moving target.

How to solve it 

• Ask the hard questions. Are we clear on what we do? Which audiences must we engage? What change are we creating? Why does our organization matter, and why is it needed? If there’s hesitation or conflicting answers, start here.
• Align internally. Messaging works best when leadership, programs, fundraising, and communications teams are all in sync. Your messaging will always feel messy, if your team isn’t aligned on your strategy. 
• Get an outside perspective. If you’re too close to the work, bring in community members, board members, advisors, or partners to test whether your messaging—and, more importantly, your strategy—resonates.
• Don’t skip the strategy work. If your challenge is structural, programmatic, or audience-related, tackle that first through a strategic planning process. Then, invest in messaging that reflects the solid foundation you’ve built.

Messaging can’t fix a strategy problem 

Great messaging makes an excellent strategy shine. But if the strategy isn’t clear, the messaging won’t be either. So before diving into a rebrand, tagline, or messaging refresh, pause and ask: Are we clear on who we are and where we’re going?

If the answer is no, start there. Your messaging will be stronger—and so will your impact.