Demonstrating value as a communications professional: why it matters and how to do it well.

This might be uncomfortable to read.

Doing great work is not enough.

I know. I don't love saying it either. Because communications professionals are, on the whole, hard-working, conscientious, deeply committed to the craft. They care about what they do and the difference it makes.

But caring and doing brilliant work won't automatically make your value visible. And invisible value is, ultimately, undervalued value.

This is one of the topics my clients as to explore most — and I understand why. The frustration of feeling unseen, of delivering consistently and still having to justify your existence, of watching others articulate their contribution with ease while yours somehow gets lost in the noise. It is real, and it is exhausting.

So let's talk about what demonstrating value actually looks like. Not the performative version. The genuine, strategic, sustainable version.

Relationships and the nuances

Before we get to metrics and reporting, we need to talk about relationships. Because the foundation of demonstrated value is trust and trust is built through genuine human connection.

This isn't about schmoozing or playing the game. It's about taking the time to understand the people you work with and for. What are their priorities? What keeps them up at night? What does success actually look like in their world?

When you know the answers to those questions, you can speak their language. You can frame your work in a way that connects directly to what matters to them. And that's when your value starts to land, not as an abstract concept, but as something tangible and relevant.

The nuances matter here too. Different stakeholders need different things from you. The executive team want headlines and strategic alignment. Your direct manager wants to know you're on top of things and thinking ahead. Your peers want to know you're someone they can collaborate with. One size does not fit all and understanding that is part of the skill.

The questions worth asking yourself

One of the exercises I come back to in my mentoring work is encouraging people to move beyond 'what did I do this week?' and into something more searching.

Try these instead:

What difference did my work make, not just what did I produce? Who noticed, and why does that matter? What would have happened if I hadn't been here? Where did I add something that only I could have added?

These questions feel uncomfortable at first. We're not always encouraged to think about ourselves in this way — especially in public sector environments or roles where humility is culturally valued. But this isn't about arrogance. It's about clarity. You can't communicate your value if you haven't first got clear on what it is.

Sit with those questions. Write down the answers. You might be surprised at what you find.

Impact over outputs, always

This is perhaps the most important shift in thinking I can offer you.

Outputs are what you produce. A press release. A campaign. A set of talking points. A team meeting. An internal communications plan.

Impact is what changes as a result. The stakeholder who now understands the strategy. The team that feels informed and included rather than anxious and in the dark. The leader whose confidence in front of the media grew because of the preparation you provided. The culture that shifted, slowly, steadily because of the work you did to create space for honest conversation.

These are not the same thing. And yet so many of us, through habit, or because it's what's been asked of us, default to reporting on the outputs rather than evidencing the impact.

Start shifting that. When you talk about your work, lead with the outcome. Not 'I produced twelve internal comms this month' but 'I helped the organisation navigate a period of significant change in a way that maintained trust and kept people informed.' The former is forgettable. The latter is compelling.

What's your performance story telling?

Your evaluation and performance data should be doing more than tracking activity. It should be telling a story, one that connects your work to the priorities of the organisation.

Ask yourself: if the chief executive looked at my performance data today, what would they conclude? Would they see someone who's busy, or someone who's making a difference? Would the story be clear, or would it require a lot of decoding?

If the answer is that the story is muddled or missing, that's worth addressing. It doesn't mean overhauling everything. It might be as simple as reframing how you present your monthly update, or adding a short 'so what?' section to your reports that draws out the strategic significance of what you've done.

The data is the evidence. The story is what gives it meaning. You need both.

Influence and opportunity

Finally, let's talk about visibility in a broader sense.

Where are you being brought into the conversation and where aren't you? Are you in the room when strategic decisions are being made, or are you being handed those decisions after the fact and asked to communicate them? Are you seen as a strategic partner, or as a delivery function?

These are important questions. Not to create frustration, but to create clarity about where you want to put your energy.

Influence is built over time, through consistent demonstration of your strategic thinking, your reliability, your understanding of the bigger picture. It's also built by actively seeking opportunities, volunteering for things that stretch you, contributing to conversations beyond your immediate remit, building relationships with people who can open doors.

You don't have to wait to be invited. Sometimes you have to make yourself present.

A final thought

Demonstrating value is not a one-off exercise. It's an ongoing practice that requires self-awareness, intentionality, and the courage to speak up about the difference you're making.

It can feel uncomfortable, especially if you've been conditioned to let the work speak for itself. But the work needs a voice. And that voice is yours.

You do brilliant work. It's time to make sure the right people know it.