How to Empower Internal Influencers

Strategies & Tactics spoke with three executive committee members of PRSA’s Employee Communications Section to learn about the latest developments in this sector.

Brad Belote, APR
Senior Manager, Internal Communications
Planet Fitness 

Karli R. Massey, APR
Program Communications Specialist
Sandia National Laboratories
Co-chair, Connect25

Chris Sheffield
Senior Manager, Internal Communications
Youth Villages
Co-chair, Connect25

This year, the Section’s annual conference, Connect25, takes place April 28–30 in St. Louis. (Find registration information at this link.)

What inspired Connect25’s theme, “Becoming an Internal Influencer?”

Brad Belote, APR: For years, we’ve heard the term “getting a seat at the table.” Public relations professionals are finally at the table. Sometimes, though, it seems that no one is listening or looking our way. We’re in the room where it happens, so let’s make something happen. 

Our value comes in our ability to influence our organizations. Earning and maintaining that kind of capital isn’t easy; there aren’t certifications for it. Connect25 will showcase how we get influence, how we keep it and the amazing things we can do with it.

Karli R. Massey, APR: As we discussed trends and feedback from colleagues, a recurring theme emerged: the challenge of owning and demonstrating our expertise as communicators. Many of us strive to be a responsive service provider, yet delivering what our partners want has started to overshadow a proactive, strategic approach we know is essential. 

Our goal with Connect25 is to offer tools and resources that will help PR professionals influence their organizations internally and take a more strategic approach. We also want to make this conference a unique learning opportunity that you can’t find online. We hope to connect the best in our profession. 

Chris Sheffield: In employee/internal-communications circles, it is a running issue that we could be much more strategic and creative if we had “a seat at the table” where and when decisions are made. This year’s theme, and some of the amazing speakers and programs we have planned, strive to go beyond just acknowledging this gap and will provide practical and applicable tools to do just that. 

How is the role of internal communicators evolving?

Belote: It’s time to grow beyond being an order-taker. We are in our organizations to solve communication problems and lead communications that deliver desired outcomes. 

We have the opportunity to innovate and be creative in how we deliver messages and anticipate what issues could stand in our way. We are more than the communications people. We are trusted leaders.

Massey: As change management continues to gain importance within organizations, the role of internal communicators is evolving alongside it. We need to define our responsibilities within the change process, as we’re increasingly being called upon to not only manage communications but to act as project and change managers. 

This shift highlights the need for us to take an integrated approach to how we support and guide organizational change.

Sheffield: Smart, people-centered organizations have begun to realize the value that trained internal-communicators can provide their organizations, beyond employee spotlights and sharing photos from the company picnic. Forward-looking leaders understand that today’s best employees are about more than just a paycheck. They seek to be part of the organization, to experience great connection to leaders and to contribute to the mission and the bottom line. 

Good internal communicators understand the employee’s journey and how to provide information that inspires employees to act. 

What challenges do internal communicators face when becoming strategic influencers within their organizations?

Belote: There are lots of seats at the table these days: HR, IT, sustainability, DEI, etc. They all boldly advocate for their voices in the decisions that an organization makes. They all want influence. That’s a crowded marketplace. 

Internal communicators can become the glue that connects them all and wields enormous influence. That requires becoming a bridge builder, connecting dots for people, and building your own personal influence with the players. Those people skills make communicators valuable.

Massey: As someone without an official leadership title, I’ve learned that building credibility and influence as a communicator requires a balance of responsiveness and proactive demonstration of my expertise. 

By showing results and sharing best practices, I’ve been able to highlight my strategic capabilities. It’s also important to leverage storytelling skills, not just to communicate for others, but to tell the story of how our communications expertise can drive impact.

One challenge we face is that our partners often lack clarity around their business objectives. As internal communicators, we need to help them define those goals clearly so we can apply our skills and drive results.

Sheffield: Educating stakeholders at all levels of the organization on our value, not just the C-suite. Many organizations are unsure of our skillset and what we bring to the table. It can be easy to focus on the top leaders, but often the true influencers in an organization or team are not the ones with the big title or loudest voice. Find these people and make them your silent partners.

How will the role of internal influencers evolve over the next five years?

Belote: Many organizations are taking a wait-and-see approach to artificial intelligence. This is a prime opportunity for internal influencers to demonstrate how AI can add value to their roles and the organization. Make AI your superpower by combining your people skills with technological know-how to execute smarter and faster.

Massey: As communicators, we need to mature how we measure our impact. It’s about more than data and metrics; it’s about creating actionable plans that directly connect our objectives and tactics to the bottom line. I would love to see more communicators pursue Accreditation and other certifications that PRSA offers. 

These continuous-learning tools not only enhance our skillset but also make our strategies more meaningful and influential. I also hope more communicators see analytics as part of building stronger, data-driven strategies.

Sheffield: The first thing that comes to mind [about how communicators can become influencers within their organizations] is continuing to be more nimble and able to adapt to continuing communications technology solutions. While there isn’t a substitute for strong writing and visual design, using the right delivery solutions and channels is critical.