More than a megaphone: Why nonprofit communicators need a seat at the table

Imagine hosting a dinner party but forgetting to set a place for the guest who knows everyone attending and has a special knack for telling stories that keep the conversation flowing. The plates might be full, but the evening will likely feel flat without them. And if you only call them in at the very end for dessert, the chance to spark a connection and shape the whole experience has already passed, leaving everyone wondering what the night could have been.

That’s often what happens with nonprofit communications. Too many organizations view communications as the team you call at the end of a project to polish things up, draft a press release, or post something on the website or social media. Sound familiar? But communications isn’t just the garnish on the plate or the dinner party invitation.  It’s a strategic function that belongs at the table from the very start. 

Why it matters

The function of communications isn’t just about amplifying the work; it can shape what’s possible with your nonprofit’s program or campaign in the first place.

Getting a message out needs careful planning and intention. For example, if a research report about the state of a community’s bike lanes and pedestrian infrastructure is designed without considering who needs to review it and how they consume information. In that case, the result may be a 50-page PDF that lives on your website, unread, or only consumed by professionals or ‘insider’ audiences deeply connected to the work. But when communications is involved early, they can help pinpoint critical audiences and shape the report, such as recommending an executive summary, a series of social posts, a community town hall, a podcast interview with a local policymaker, or a webinar launch that ensures the findings reach key audiences, messengers, and influencers. 

Imagine an advocacy campaign that aims to mobilize community voices within just two weeks. If you don’t loop communications in until the end, you may not realize that the timeline may be unrealistic for building content, cultivating spokespeople, and securing media interest. Take the Fight for $15 campaign: Its success depended not just on policy arguments but on elevating fast-food workers’ personal stories through earned media and digital organizing. Early involvement from communications meant those narratives were ready to shape public opinion and expand the campaign’s reach. 

When communicators are at the table early, the organization isn’t just better at telling its story; it’s also more effective in conveying its message. The organization will be better at making strategic choices that influence what’s possible with impact. 

Shifting the culture 

Of course, securing a seat at the table isn’t just about asking for it; it’s about demonstrating the value that the Communications team brings when you’re there. Here are three practical steps you can take:

• Connect the dots. Show colleagues how effective communications can support their goals. Translate a communications success into terms they care about: more donors retained, more people attending programs, and more policymakers paying attention.
• Bring evidence. Share sector data or case studies that demonstrate how strategic communications drove impact. Then, point to internal examples where being brought in late limited what was possible, and when being brought in early increased impact and led to better results. 
• Lead with questions. In planning meetings, ask early questions like: “Who do we need to engage?” or “What narrative are we up against?” This positions communications as a proactive partner and leading strategic voice.

Pulling up a chair 

Culture change doesn’t happen overnight. But every time nonprofit communicators connect the dots, ask the right questions, and demonstrate their impact, they reinforce why they should have a seat at the table from the start.