How I became the organisation’s first dedicated internal communicator
Like many internal communicators, it’s not the only hat I wear. I work for the school leaders’ union, NAHT, which represents 50,000 members. With a membership of that size, you might expect a large workforce, but we have a little more than 100 remote staff across England, Wales and Northern Ireland, supported by a communications team of six. I’m the only person with a dedicated internal communications focus.
My role spans two key areas: engaging our staff and connecting with our members.
Internally, I lead our staff communications and engagement strategy, ensuring our people feel informed, involved and valued. My aim is to help everyone understand what’s happening across the organisation and feel connected to the bigger picture, even when working remotely.
Alongside this, I produce Leadership Focus, NAHT’s flagship member publication. I’m responsible for its development and future direction, keeping it fresh, relevant and genuinely useful for school leaders navigating an increasingly complex landscape.
I’m passionate about making a difference through thoughtful communication and strong storytelling. After many years working in member communications, I was fortunate to step into a newly created internal communications role and was trusted to shape it from the ground up. Over the past five years, NAHT has been on a real journey, from having no internal communicator at all to becoming an organisation that actively listens to its people and values staff voice.
IoIC membership is one of the ways NAHT is investing in my development. In less than a year, I’ve drawn on its guidance, insights and events to strengthen my practice, challenge my thinking and fill knowledge gaps where needed. Just as importantly, it’s given me confidence – reassurance that my instincts are sound and that I’m part of a wider professional community facing similar challenges. That support is invaluable when you’re the only internal communicator in the room.
Why I moved from member comms to internal communication
My background is in member communications, where storytelling and purpose matter, but I found myself increasingly interested in what was happening inside our organisation as well as outside it.
Internal communication felt like a natural progression. It offered a new challenge and a chance to have a more immediate, human impact. When the opportunity arose to take on a newly created internal communications role, I was motivated by the chance to build something from scratch and help shape how our people experience the workplace.
What I enjoy most about internal communication is the combination of strategy and empathy. One day you’re thinking about organisational priorities, and the next you’re helping people make sense of change, uncertainty or competing demands. It’s about listening as much as it is about communicating and creating space for honest conversation.
I also enjoy the variety. No two days are the same, and the role constantly evolves as the organisation does. Knowing that good internal communication can help people feel informed, valued and connected is what keeps me motivated and makes the challenge so rewarding.
How IoIC membership has helped me think more strategically
IoIC membership has supported my professional development by giving me both structure and reassurance in my practice. I’ve drawn heavily on its guidance documents and reports, and I use the IoIC Profession Map to identify areas for further learning and development.
IoIC resources have encouraged me to step back from day-to-day delivery and focus on long-term resilience, including planning for potential crisis or “disaster” scenarios. This means we’re better prepared to communicate clearly during periods of uncertainty, rather than reacting under pressure – something that wasn’t embedded in the organisation before.
Overall, IoIC membership has helped me strengthen my strategic thinking, build confidence in my role and apply best practice in a way that has a tangible impact on the organisation.
The project that defined the start of my IC career
One project I’m particularly proud of is supporting the organisation’s transition to permanent home working following the initial response to the pandemic. What began as an emergency measure became a major organisational change, and internal communication played a key role in making it work.
The project involved taking staff with us at every stage, from selling our building and relocating servers, to changing processes such as post handling, updating contracts to reflect home as a permanent base and introducing flexi offices and new technology. I worked closely with colleagues across the organisation to ensure communication was clear, timely and, most importantly, genuinely two-way.
I’m especially proud of this project because it came at the very start of my new internal communications role. It required building trust quickly, listening carefully to staff members’ concerns and making sure those concerns influenced decisions. Seeing home working successfully embedded as a long-term way of working showed the real value of thoughtful, people-centred internal communication.
The advice I always give to new internal communicators
Always keep your audience in mind. No matter how well a message is written, if you don’t understand people’s perspectives, concerns or context, it won’t land or achieve its purpose. Internal communication isn’t just about sharing information; it’s about listening, building empathy and helping people make sense of change. When you start there, everything else follows.
Why being an introvert makes me a better listener
I’m an introvert by nature, which surprises people given my role in communication, but it’s probably why listening comes so naturally to me.
