Rethinking The Approach To Communications in NGOs: Building a Culture of Agility and Empathy
This article is written in collaboration with Hasriadi (Ary) Masalam Ph.D, expert in the world of NGO with 20+ years of experience and is currently Program Advisor at The Freedom Fund. This article is part of a series that dives into the world of NGOs and communications.
In an ever-evolving world marked by economic pressures and shifting donor expectations, the need for agility and effective communication within NGOs has never been greater. While philanthropy has traditionally focused on fundraising and direct impact, today’s challenges call for a more creative approach – moving away from already established sources of funding and exploring ways we can build public imagination as to how this problem is collectively ours and how we can all solve it together.
NGOs must move away from viewing communications as mere end products and instead embrace it as an integrated, culture-building tool. By putting importance on agile and empathetic communication practices, NGOs can foster deeper internal understanding and create more meaningful external connections.
Why Communications Should Be Central, Not Accessory
Communications are often looked upon as a secondary task, only brought in once reports or presentations are needed. However, effective communication goes far beyond these deliverables – it’s a continuous process that starts before any tangible product is created. True communication in NGOs should cultivate empathy, align internal goals, and be a central part of organizational strategy rather than a “nice-to-have” accessory.
The “one-man show” leadership style, often seen in non-profit organizations, presents challenges in this area. Founders who have built organizations from the ground up are understandably invested in their visions, but this can create bottlenecks.
While a strong vision is crucial, there’s also the task for organizations to translate that mission into a shared, collective endeavor. And you might have realized that – yes, even at the phase of building your vision, communications have already started.
Translating the leader’s vision into actionable goals for the entire team requires communication that is intentional, consistent, and deeply embedded in the organizational culture.
Creating a culture where internal communication thrives is important for NGOs aiming to foster agility and planting the seeds of empathy within their teams. In many organizations, teams operate in silos – program staff may not fully understand the fundraising team’s challenges, and vice versa. To address this, Monitoring, Evaluation, and Learning (MEL) functions can serve as an essential bridge, not only managing knowledge, but mobilizing it and fostering alignment across departments.
A shared communication culture should prioritize empathy by helping staff see the “why” behind their work. When team members understand how their contributions affect the organization’s larger goals, it instills a sense of interconnectedness and purpose. Building this culture requires ongoing efforts to connect the dots, so that everyone – from the program managers to the communications specialists – can see how their roles work in tandem toward a common mission.
For example, the work of fundraisers and program managers are like two wheels in a bike, if one of these “tires” blow out, they can’t move forward. The problem is they need to turn synchronously to keep the bicycle moving forward, but in reality the silos prevent them from doing so.
In the absence of robust internal communication, teams struggle to track and articulate the outcomes of their work. This lack of clarity can lead to poorly constructed narratives, weak external communication, and ultimately, donor disengagement. To avoid these pitfalls, NGOs need to incorporate clear, intentional communication practices at every level, fostering a culture where everyone is informed, aligned, and empowered to contribute to the mission
NGOs operate in a unique space where the success of their mission often hinges on the strength of their internal culture. This culture should be rooted in empathy – an understanding not only of what each team member does but also why they do it. MEL and communications teams, in particular, have a role to orchestrate and foster this empathy.
Ultimately, this requires a shift in mindset, where communications are no longer viewed as the responsibility of a single department but as a fundamental aspect of the organization’s identity. This approach to communications can create a ripple effect: it improves internal collaboration, enhances team morale, and enables the NGO to present a more cohesive and compelling narrative to the outside world.
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