From Overlooked to Overwhelmed: The Truth About Internal Communications Stress

Are you feeling the heat in your new Internal Communications role? With tight deadlines, ad hoc requests, and stakeholders breathing down your neck, it's easy to feel overwhelmed. Isn't it? After spending over a decade in this industry, I feel Internal Communications and Stress - both are directly linked with each other. How much ever a self-help book you read, whatever strategy you apply to make it streamline - most of the time we fail to manage the ongoing inbuilt stress in the Internal Communications role. Moreover, the good news is - we do not have control over it. And, the bad news is, except communications people nobody cares because they do not give a dam importance to it.

However, I still tried my level best to decode the 10 reasons behind this ongoing pressure and stress in Internal Communications. Shockingly, I found out that understanding is the biggest issue that contributes to the headache for us throughout. I hope these might help you navigate the jungle of Internal Communications while maintaining your sanity and work-life balance:

1. Misconceptions about the Role: One of the primary sources of stress in IC is the misconception that we are merely order takers and deliverers, rather than strategic partners in driving organizational success. This misalignment in perception often leads to the undervaluation of our contributions and adds unnecessary pressure to prove our worth.
2. Lack of Strategic Partnership: Many leaders fail to recognize the strategic value that IC brings to the table. Instead of involving us in decision-making processes from the outset, we are often brought in as an afterthought to execute communication plans, leading to frustration and stress.
3. Time Management Challenges: We are constantly bombarded with last-minute requests and urgent projects, making it challenging to prioritize tasks and manage time effectively. The lack of proper planning and foresight from stakeholders only exacerbates this issue.
4. Ad-Hoc Requests: The nature of IC work often involves handling ad-hoc requests from various departments, adding layers of complexity to our already busy schedules. Without clear guidelines or boundaries, these requests can disrupt our workflow and increase stress levels.
5. Resistance to Change: Despite the evolving landscape of communication channels and strategies, some stakeholders remain resistant to change and cling to outdated methods. This resistance not only stifles innovation but also adds unnecessary stress to our roles as we try to navigate between traditional and modern approaches.
6. Communication Expertise Misunderstood: There's a common misconception that anyone with good English skills can excel in IC, leading to the undervaluation of our specialized expertise. Our ability to craft compelling narratives, engage diverse audiences, creativity to the content, and drive meaningful outcomes is often overlooked, adding to our frustration and stress.
7. Lack of Appreciation: It is a thankless job. IC professionals often find themselves working tirelessly behind the scenes, only to have their efforts go unnoticed or unappreciated. This lack of recognition can take a toll on morale and contribute to feelings of stress and burnout.
8. Unrealistic Expectations: Stakeholders may have unrealistic expectations about the speed and scope of IC deliverables, leading to constant pressure to meet impossible deadlines and deliver flawless results. This relentless pursuit of perfection can be mentally and emotionally draining.
9. Limited Resources: IC teams are often expected to achieve ambitious goals with limited resources, whether it's budget constraints, understaffing, or inadequate tools and technology. This resource gap can create additional stress as we strive to do more with less.
10. Resistance to Collaboration: Despite the collaborative nature of IC work, some stakeholders prefer to work in silos and resist efforts to foster cross-functional partnerships. This lack of collaboration not only hinders our ability to deliver impactful communication strategies but also adds unnecessary stress as we try to navigate organizational politics and dynamics.

These 10-pointers are just a short portion of many other reasons. However, I felt these are most often faced by us in our careers. The biggest contributor is the misconceptions. The persistent stress in IC roles stems from a combination of misconceptions, lack of strategic recognition, time management challenges, resistance to change, and limited resources, among other factors. But, do you think addressing these underlying issues can change anything? I feel it requires a collective effort from both IC professionals and organizational leaders to foster a culture of collaboration, appreciation, and strategic partnership. Only then can we truly unlock the full potential of Internal Communications and alleviate the stress that accompanies it.

If you feel there are other factors, please feel free to add them. Making this piece evident that when the entire world is focusing on mental well-being - peace of mind, where is the focus on Internal Communications? Even last-minute well-being campaigns with hyper-realistic timelines and outcomes add stress to our daily lives, but who cares? Isn't it?

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