How to Make the Case for Growing Your Internal Comms team

“My comms team is small—just two people. We're supposed to lead both external and internal communications, but it's overwhelming. How do I make the case to grow the team?”

I was guest lecturing for a Master of Strategic Communication program recently when a student asked me this question. She was walking on a treadmill desk while chatting, and I could tell she had a lot on her plate—and yet she still made time for higher education. Impressive, right?

This wasn’t the first time I’ve been asked this. Gallagher’s State of the Sector 2024 report shows that lack of budget/financial resources is the third biggest barrier to success. No budget, no headcount. OK, so that's the reality for now, but it doesn’t have to stay that way. If it does, though, you might want to start planning your exit strategy.

Been There, Done That

I remember when I was in the same spot, leading my first internal comms team of… well, one. (You know, the experience that led me to write a whole book.)

After two years, I had proven my value as a strategic partner. I was getting pulled into every communication-related project, and it felt good. I had purpose and passion. But even with a strong service model, the workload was becoming too much. I couldn't keep up alone.

So, here’s what I did to make the case for extra headcount.

Step 1: Track Your Time

I started by auditing my time for 1-2 weeks. I tracked everything: content creation, channel management, meetings, projects—you name it. Grouping tasks into categories helped me understand where my time was going.

Step 2: Identify What Can Be Delegated

Once I had the audit, I looked at what tasks I could hand off to someone else. Then, I asked myself, "How would I use this freed-up time to drive even more impact?" This shift in thinking opens the door for the headcount conversation.

Step 3: Show Your Impact with Data

I pulled out key performance indicators—like increased email open rates—and collected testimonials from internal advocates. My narrative? "Look at how I’ve transformed internal communication as a team of one. Imagine what could happen with a second person."

Step 4: Demonstrate the Need

The audit revealed how many new requests I was fielding each week in addition to my planned work. The math became clear: there weren’t enough hours in the day to handle it all. This was my proof that I needed more headcount.

Step 5: Be Specific About the Role

Next, I outlined exactly what the new person would do, how many hours a week I needed them, and how much it would cost. Talking to internal partners gave me insight into hourly rates and hiring options. I pitched a lower-risk contract or temp-to-hire position to make the ask easier than a full-time role right away.

Step 6: Explain the Cost of Staying Small

Finally, I laid out the challenges of not having support and backed it up with data. If I wanted to free up 20 hours a week by hiring someone, I explained how I'd use those hours strategically (say, advancing a comms road show or focusing on more high-level work).

Final Thoughts

Scaling your team doesn’t happen overnight, but it starts with data, strategy, and making a strong case for the value you bring. Remember, advocating for headcount isn’t just about lightening your own load—it's about driving even greater impact for the entire organization.

And if you’re looking for extra support, I can be an extension of your team. Let me know, and we can chat about options that fit your needs.