Communications and…Everything Else? The Problem with “Do-It-All” Job Postings
Undervaluing comms is a disservice to your mission.
As I navigate my current job search, I’ve noticed this trend: communication roles are bundled with, well…everything else. It’s become the norm. Job boards are full of listings like Communications and Program Manager, Communications and Development Associate, or Operations and Communications Coordinator.
These roles advertise the need to “wear many hats,” but truthfully, that’s often shorthand for “we need one person to do the work of two” (or more). This points to a larger issue: a lot of organizations don’t fully value or invest in the crucial function communications play in advancing their mission.
While this issue isn’t exclusive to nonprofits or the philanthropic sector, it’s especially pervasive here. And it’s costly. When nonprofits and foundations try to fit all the responsibilities of comms into one hybrid role, it dilutes the ability to build a robust communications infrastructure. The result? Less effective storytelling, disengaged audiences, weaker network engagement, and communication strategies that can’t fully harness their full potential to elevate the organization's work.
Strong communications aren’t just about making a website look pretty or posting a trendy reel on Instagram. It’s about crafting narratives that move people and amplifying the impact of the work. When comms are treated as an afterthought—or as something someone can “squeeze in” between running programs or overseeing grants management—it hinders the reach and visibility of the work, keeping it from resonating with the people and communities who need to see it most.
Why does this happen?
The short answer: budget constraints. Many organizations, especially smaller nonprofits, are operating with limited funding dollars. Nonprofits are strapped for resources and doing their best to stretch their budgets. Without the funds to build out a full communications team (with roles like communications strategist, media relations manager, graphic designer, and digital marketing coordinator), communications gets folded into a mixed bag of several different duties.
It’s worse when organizations combine roles like program, development, or event manager into comms. What you end up with is someone running programming, writing grant reports and researching new funding streams, or managing events—while somehow still being expected to build and execute internal and external communication strategies on top of it all.
Spoiler alert: no one can juggle all of that, all the time, and do it well.
The Classic “Do More with Less” Trap
Beyond funding constraints, there’s a persistent problem of unrealistic expectations. How can organizations expect one person to successfully manage two or more fundamentally different roles? These aren’t different tasks—they’re entirely different professions that require distinct skill sets and different forms of focused expertise, time, and creative thought.
Yet, hybrid roles come with little internal support and salaries that don’t reflect the complexity or scope of the work required. It’s a fast track to burnout, high turnover, and underwhelming outcomes. It leaves communicators constantly having to triage between priorities, unable to give either role the time and ingenuity it deserves.
My Own Experience: The One-Person Comms Team
Luckily, I haven’t personally dealt with having completely different roles packed into one title. My past communication roles were dedicated to communications alone. However, I’ve almost always been the only communications staff member. At every organization I’ve worked at—except one—I was the entire comms department.
That meant doing it all: creating and managing social media content, updating and maintaining the website, developing communications strategies for programs and events, acting as the in-house photographer and videographer, drafting press releases, writing and copyediting everything from blog posts to research reports, managing email marketing, and being on call anytime someone needed “quick comms help.”
I was overworked and overwhelmed. And whenever I voiced concerns about my workload or capacity, the response was often, “Well, it’s just the nature of the work.” But does it have to be? Why do we normalize expecting communicators—storytellers, strategists, and creatives—to function as entire teams without the resources or support needed to be successful in their roles?
When Great Work Goes Unseen
Nonprofits do so much good in the world. The work itself is necessary, often transformative, and deeply important. But if it isn’t communicated effectively, if people don’t know about it, the impact can only go so far. I’ve been in too many situations where an organization’s hard-earned results went unseen—not because the work wasn’t meaningful or the stories weren’t there, but because I was the only person tasked with carrying the full weight of communications.
Transparently, I cannot do it all. And no comms professional should be expected to do so.
I’ve been fortunate to work alongside powerful organizations committed to making real change where it matters most. But I often wonder how much deeper the impact could’ve been during the times I was over capacity, sometimes restricting my ability to market the work beyond a few tweets and a blog post. What if more communities had found themselves reflected in our stories? What if funders and partners had felt more connected to our message? If we’re not maximizing the possibility of shifting narratives around the injustices we aim to confront, how can we expect our mission to break through in the way it deserves?
Communications as one of the central pillars of an organization is more than just a “nice to have.” It’s the bridge between the work and the world. It’s how organizations share their stories, galvanize support, and move people to act. When great work is happening behind the scenes but isn’t visible to the people and communities it’s meant to serve, its full potential is left unrealized.
So, what’s the solution?
While funding limitations are real, there are creative ways to stop this cycle and actually start prioritizing communications without overextending staff. Organizations can:
Pursue capacity-building grants dedicated to communications. Many grantmakers now recognize the value of narrative power and strategic comms. Seek grants specifically designed to strengthen storytelling efforts or internal comms infrastructure.
Outsource specialized tasks to contractors or agencies. Instead of expecting one person to do it all, hire freelancers or consultants when funding allows—while keeping an internal communications lead to provide strategic oversight and cohesion.
Develop phased staffing plans. Map out a long-term hiring strategy that expands comms capacity. Start with a core role, such as a communications manager, and build toward a fuller team—adding roles like a digital strategist or social media manager.
Leverage partnerships. Collaborate with peer organizations to co-create campaigns, share tools, or pool resources for comms needs. *Some of my personal favorite resources include the W.K. Kellogg Foundation’s Strategic Communication Planning Hub, a broad set of tools offered by The Opportunity Agenda, and the Radical Communicators Network (RadComms).*
Demonstrate the value of communications to leadership and board members. Provide data or case studies showing how effective communications can drive funding, deepen community engagement, and elevate visibility and influence—framing it as an investment, not an expense.
And here’s the biggest solution: stop setting unrealistic expectations. People aren’t unicorns—no matter how hard LinkedIn influencers try to sell the hustle-culture myth that being stretched thin is part of the job. Burnout is not a badge of honor, and juggling two or more jobs in one will never be sustainable.
Having a strong communications infrastructure is mission-critical. Don’t treat comms as the leftovers you tack onto another role. It’s the engine that turns your mission into momentum, builds collective power, and mobilizes communities toward long-term, transformative change.
Other resources for social justice storytellers:
I am not a social Justice storyteller, because that requires profound lived insight. I do try to keep myself informed, engaged, and learning … and so appreciate finding new resources in that journey. I’ve read several of your articles and love them all - well written, well reasoned, and with a balance of introspection.
With you on this. There are only three of us on the comms team at the nonprofit where I work — but it’s an increase from what it was just a couple of years ago! Lots of one-person comms teams around, and I find everyone on the outside underestimates how much it takes to run social media especially.
Will be following your thoughts on philanthropy with interest🙂