How to be heard when you are the only communications professional in a meeting
You’ve been called into a senior management meeting to discuss the internal and/or external communications implications of a strategic decision, or because there are concerns about an upcoming, potentially negative media story. You are the only comms person attending, and perhaps also the least senior.
Maybe there is a 'Communications Update' item right at the end of the agenda. Or maybe it is not on the agenda at all, so you are unsure when, or if, you will be invited to speak.
You know it could be a good opportunity to make a positive impression on senior colleagues, but it feels intimidating. Everyone else is used to operating in this kind of environment, while you are conscious that the discussion could have serious consequences for the comms team and the wider organisation. If senior leaders have not fully thought through the comms implications, you may even need to say something unpopular.
If you recognise this scenario, then this blog is for you.
Nearly everything we do in comms is strategically important
In my experience, it is very common for comms professionals of any level to get called into meetings like this with senior management. It goes with the territory no matter how senior you are.
Nearly everything has an impact on comms and the audiences with whom we communicate. This is why we love what we do - the potential to be involved in strategically important work and to help ensure decisions land well with colleagues and other stakeholders.
But senior meetings, where ideas are shaped and decisions are made, can also be places where comms professionals find themselves slipping into the background. They may be invited to listen, take notes, provide a quick update, or wait until someone asks for “the comms view”. I have seen how, when this happens repeatedly, it can make it harder to contribute confidently, especially when the discussion touches on bigger questions of strategy, risk, likely audience reaction or organisational change.
Being heard in meetings is not about speaking for the sake of it. It is about recognising that communications expertise has value and learning how to bring it into the conversation at the right time and in the right way.
Be prepared to ‘advise’ as well as ‘support’
You may be used to ‘supporting’ other teams with announcements, events, leadership messages, stakeholder engagement and change programmes. But do you truly ‘advise’ them on how best to proceed?
Wanting to be seen as a helpful and collaborative colleague can sometimes make it difficult to act as a genuine comms adviser. If you are used to communicating whatever you are asked to communicate, it can feel less natural to challenge assumptions, share comms best practice, or put forward your own view on the best way forward.
Organisational culture comes into play here too. In some workplaces, the comms team is brought in late, after key decisions have already been made. In others, the role is seen as sending out messages and materials rather than contributing to thinking and decision-making. I have worked in organisations where both attitudes were evident, and over time they can influence how comms professionals see themselves in meetings.
In my experience as a line manager, the ability to advise colleagues of all disciplines and seniority (rather than simply implement what they are requesting) is one of the things that distinguishes the strongest communications professionals, especially when their advice is subsequently sought, respected and acted on.
That is why my number one tip for comms professionals in meetings such as these is to be prepared to act as a comms adviser, not just someone who implements whatever is agreed. I know this can require courage in an intimidating environment, but I promise it will help you stand out and leave a positive impression.
Contribute, do not just attend
It is easy to mistake being in the meeting for being part of the conversation. You may have the calendar invitation, the papers and the responsibility for the follow-up communications. But if your contribution is limited to taking notes or waiting for a direct question, your expertise may not be influencing the discussion as much as it could.
That does not mean you need to speak at every opportunity. A thoughtful contribution at the right moment can be more powerful than frequent comments. The aim is to be intentional: to know why you are there, what perspective you can bring, and how you want to show up. I’ve worked for several Heads of Comms who did this brilliantly.
Prepare one or two points in advance
One practical way to build confidence is to prepare before the meeting. Not a full script, but one or two key points you may want to raise if the opportunity arises.
That might be an audience insight, a reputational risk, a question about timing, or a reminder that different stakeholders may hear the same message in different ways. This simple approach has helped me on many occasions, from informal project check-ins to meetings where I was the sole communications voice in a room full of senior managers or board members.
It also helps to think in advance about the words you might use. Sometimes the hardest part is not knowing what you think, but making your point succinctly so that it has an impact. Simple phrases such as: “Can I add a communications perspective?”, “I wonder how this will land with…” or “One risk I can see is…” can make it easier to contribute without feeling confrontational.
Ask useful questions
Speaking up in a room full of senior people does not always mean having a fully formed point of view. In fact, some of the most valuable contributions comms professionals make in meetings are questions. A good question can slow the conversation down, reveal an assumption, surface a risk, or bring the audience back into focus. For example:
- “Who needs to understand this?”
- “What do we want people to think, feel or do as a result?”
- “What might be misunderstood?”
- “What are we not saying?”
- “What is the one key point that we want the target audience to take away and remember about this?”
I especially liked using the last of these questions because it helped senior managers remember that most people do not absorb complicated, nuanced messages: they take away one overarching point.
These are not just communications questions. They are strategic questions, and they show that you are thinking strategically, helpfully and beyond the immediate task.
Practise. Learn. Practise.
Confidence in meetings with non-comms colleagues often grows through practice, preparation and reflection.
Colleagues in my most recent team were surprised when I told them that, early in my career, I was often the person sitting quietly in the corner. They were used to seeing me contribute regularly and confidently. That change did not happen overnight; it came through practice and learning to trust that I had something useful to say, especially in a meeting full of non-communications people.
You might start by making one contribution in a meeting where you would usually stay quiet, or by asking a question rather than making a statement. Afterwards, reflect on what went well and what you would like to try next time. It also helps to practise offering comms advice in your everyday meetings with colleagues in other teams, so it feels more natural when you are in a senior management meeting.
How coaching can help
Coaching can provide a useful space to explore what makes speaking up in meetings feel easy or difficult for you. It can help you notice what your inner voice may be telling you, such as:
- “I do not know enough about this subject.”
- “What if I say something silly?”
- “They are busy and important people; they don’t want to hear from me.”
- “Someone else has probably already thought of that.”
It can also help you recognise the strengths you already bring, and the practical steps that would help you contribute with more confidence and intention. The aim is not to become louder or more polished for the sake of it, but to show up in a way that reflects your expertise, values and professional judgement.
Remember...
Communications professionals have a unique and important perspective to bring to meetings, no matter who else is in the room. They understand audiences, messages, trust, timing, reputation, and the impact of organisational decisions on stakeholders.
Speaking confidently in a room full of senior people is about making sure that perspective is heard. Not in every moment, and not at any cost, but when it can help the conversation become clearer and more likely to lead to communication that works.
And, by the way, when you make a useful contribution, it feels better afterwards too. Over time, those moments build the confidence you have in yourself and that others have in you: your credibility.
Please let me know in the comments if you have any thoughts on what I have covered in this blog. Is there anything else communications professionals could do when they are in a room full of senior non-comms managers or directors?