Richard Thompson, Vice President and Global Head of Employee Experience & ESG at CWT, Corporate Communications & Culture, is urging comms professionals to take control of how their function is perceived internally.
In an era where Chief Communications Officers are increasingly recognized for their strategic importance, many communications teams face a paradoxical challenge: heightened expectations coupled with shrinking budgets.
In a pointed analysis, Thompson highlights a concerning trend. While LinkedIn buzzes with content celebrating the strategic value of communications, Gartner’s 2026 CCO Spend Survey reveals that 46% of Chief Communications Officers have seen their budgets cut amid company-wide cost pressures. Comms teams, he notes, are often among the first to face reductions when organizations tighten spending.
“The gap between rising expectations and shrinking resources is real,” Thompson observes. “The question is: what can communications leaders do about it?”
Perception Starts at Home
Thompson argues that the solution begins with introspection. He poses a critical question that comms professionals should regularly ask: How well is the communications function managing its own brand inside the organization?
He cites insightful commentary from industry peers, including a recent post by Jennifer George, who notes that communications teams sometimes undermine themselves by prioritizing style over substance.
Thompson, who has previously written on the topic, emphasizes that the true value of communications lies not in activity or output but in driving measurable business outcomes.
“Communication isn’t something that should happen after a strategic decision is made,” he explains. “It is a key mechanism by which strategy succeeds or fails. A strong communications function builds belief and trust, provides clarity about direction, confidence in execution, and alignment on what’s required.”
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Building the Comms Function’s Internal Brand
Thompson offers a practical roadmap for communications leaders:
Know Your Reputation
Just as comms teams conduct audience research for external campaigns, they must understand internal perceptions. Leaders should gauge what CEOs, CFOs, and other executives truly think about the function. Are they viewed as strategic advisors or merely content producers? Are they invited to decision-making tables or relegated to distribution roles?
Build a Clear Narrative
A compelling internal narrative should articulate the function’s purpose in one clear sentence focused on business outcomes — something a CFO or CEO could easily repeat. Without this, stakeholders will craft their own story, often to the detriment of the team.
Document Proof Points
Success stories where communications drove tangible results must be systematically captured and shared with budget holders. Measurement should focus on outcomes and business convergence rather than reach or volume of activity.
Focus on the Right Work
Thompson warns against teams becoming defined by high output volume. He encourages leaders to audit how time is spent: Are teams stuck in production and distribution, or are they empowered to shape strategy and advise on whether messages should be sent at all?
A Call to Action
In his concluding remarks, Thompson stresses that communications professionals — experts at managing perception — must apply the same discipline to their own function
“Perception doesn’t manage itself,” he says. “This is a plea for comms functions to do that work for themselves. Don’t let the rest of the organization write the narrative about your team. This is one problem that is entirely within our control.”
Thompson’s perspective comes as organizations navigate economic pressures while demanding more strategic impact from their communications teams. For CCOs and comms leaders, managing their internal brand may prove as critical as managing the company’s external reputation.
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