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Want to be a Director of Communications in 2025? Here's what to look for in your new role

Writer's picture: Louise ThompsonLouise Thompson

Let's talk about securing a senior leadership role in Communications this year. Maybe there's a promotion on your agenda, perhaps you want to switch industries, and you might be looking for your first Director of Communications role.


Now, we all know the jobs market is tough right now. BUT there are some green shoots starting to appear in places and we're all hoping that 2025 presents a slightly healthier picture.


So I want you to be ready. Ready for your first communications leadership role. Ready to bridge that gap between functional expert and organisational leader. Ready to close your own "confidence gap", so you can navigate leadership with grace, grit and authenticity. (If you'd like to discuss how coaching can support your journey, then I'm happy to chat, just let me know.)


When stepping into a Director of Communications role, the stakes are high. You’re expected to be a strategic advisor, a spokesperson, and the bridge between leadership and the wider organisation. But before you sign on the dotted line, it’s critical to assess whether the culture and role align with your expectations and leadership style. And whether you will really be able to have the impact you deserve in that role.


So what are the things to look out for as you explore opportunities as a Director of Communications? What are the red flags that generally get waved, whether you see them or not? 


I've listed five below that I've experienced personally during my career (they also come up for some of my coaching clients), along with some coaching prompts to help you reflect on what it is you really want and deserve, in a role as Director of Communications.


1. A Role That’s Undefined or Overstuffed

If the role spec (or job advert/job description) reads like a wish list of responsibilities without clear priorities, it’s a sign that the organisation may not fully understand what they need from their communications function, and in particular, from its leader. A red flag phrase? "Wearing many hats." No thanks! I want to wear one hat - that of strategic comms leadership! While agility is part of the job, this can mean you’ll end up stretched too thin to focus on strategy, becoming more of a firefighter than a leader and not seen as a trusted advisor, but instead, a workhorse.

💡 Prompt: During interviews, ask how success in the role will be measured and what immediate priorities are (and how they link to organisaional goals.) Listen carefully for alignment - or a lack of clarity.


2. A Disconnect Between Comms and Leadership

If there’s little mention of how the Communications team connects with the C-suite or board (or indeed, the Director of Comms role isn't part of that team, or allowed access to it), it could indicate you’ll face barriers to influence and impact in that role. Directors of Communications need direct access to decision-makers to align strategy and messaging effectively. That doesn't always mean you need to sit on the board or exec team (but I personally think it does!) but at the very least, you need an open door and listening ears. 

💡 Prompt: Probe the reporting lines and relationships with senior leadership, esp the CEO - ideally that's who you report into! If you’re reporting to someone without a seat at the table, your ability to influence will be limited.


3. A Lack of Budget or Team Investment

Culture is reflected in where resources are allocated. Read that again. If the role spec has ambitious goals, but doesn’t mention team size, budget, or support structures, it could mean you’ll be expected to do more with less - a common pitfall in Communications roles. I've been burned by this in the past and it's a hard hole to climb out of.

💡 Prompt: Ask about headcount and budget. Have recent investments been made in tools, training, or team development? Beware of roles that expect miracles without backing them up.


4. Overemphasis on Reactionary Work

If the role appears heavily skewed towards crisis management or firefighting, without space for proactive and intentional strategy, it’s a sign that the culture may be more reactive than intentional. While managing crises is part of any comms role, the best organisations balance this with long-term planning and relationship-building.

💡 Prompt: Ask how the organisation views the Communications function. Do they see it as a strategic partner or simply a damage control mechanism? And how is this reflected in ways of working?


5. Values That Don’t Align

An organisation’s culture is often hidden in plain sight. Your job interview (and everything leading up to it!) will give you huge clues if you are ready to look. If the role spec leans heavily on buzzwords like "fast-paced" or "high-pressure" without discussing inclusivity, wellbeing, or collaboration, it might not be a healthy environment. Similarly, vague or contradictory values can signal a lack of authenticity.

💡 Prompt: Research Glassdoor reviews, employee testimonials, LinkedIn activity and the organisation’s actions - not just their words. In interviews, ask open questions about how the culture supports employee success and work-life balance.


Final Thought: Trust Your Instincts

Culture and clarity in a comms leadership role job spec are about more than just words on a page - they shape your ability to lead, influence, and thrive. If something feels off during your assessment and during the job search process and interviews, it’s worth digging deeper. A strong match isn’t just about ticking boxes; it’s about finding an environment where you can succeed and thrive as both a strategist and a leader.


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