By Sarah Lacey, Business Manager, Communications and Marketing
Sitting on the train, returning from the first two days of the LGcomms Future Leaders programme, I’m struck by how transformative 48 hours can be. My notebook* is full and my mind is buzzing!
Just two days earlier, a slightly nervous version of me had boarded the East Coast Main Line wondering what everyone on the programme would make of me, a theatre‑loving, family‑proud mum from a district council in the East Midlands, whose entire career has only been rooted in local government comms and marketing. But from the moment we gathered at the LGA offices in Westminster, and met our fantastic hosts Alix and Danni, the nerves began to fade. Meeting comms professionals from Brighton to Glasgow reminded me that, regardless of geography, background or organisation size, we all face remarkably similar challenges.
The unspoken guest at every comms table: imposter syndrome
One of the early informal conversations that resonated with me was about the ever-present imposter syndrome. It’s something so many of us quietly carry. Perhaps it’s because “everyone can do comms” or maybe it’s because our work relies so heavily on judgement, on reading the situation, making the call and trusting our instincts, that doubt naturally creeps in. I also think that doubt is also a sign that we care deeply about doing our best. However, I asked myself: what would it look like to simply trust in, and be, myself, not perfectly, but authentically?
Insights from Councillor Joe Harris
Our first speaker, Councillor Joe Harris, offered a striking perspective, sharing something that reframed the value of our profession in my eyes:
“It’s hard being a councillor. People’s expectations are high and, in reality, what can be delivered is low. It’s only comms that can bridge the gap. We can’t do our job without a good comms leader.”
I’d never heard our role put quite like that before. Hearing a councillor articulate the value of communications so clearly was both refreshing and affirming.
Yet, imposter syndrome has a sneaky habit of filtering out praise. Even when things go well, I often jump straight to “what could I have done better?” However, is this a bad thing? Shouldn’t we always look to continually grow? My manager tells me to take the praise because as Councillor Harris said so clearly, he (and by default others around us) “can’t do his job without comms…” yes, we really are that important!
And for those of us who like practical reassurance (which imposter syndrome sufferers often do!), Cllr Harris offered a clear blueprint for strong comms leadership. In essence, it’s about:
- Being human: use plain English, simplify issues, and never assume knowledge.
- Being visionary: don’t settle for boring. Create comms that resonate and inspire.
- Being creative: offer ideas that excite both members and your team.
- Taking risks: good comms is bold comms.
- Setting the tone: build a positive internal culture among staff and members.
- Being honest: when things go wrong, front up.
- Building relationships: have the informal “water-cooler” chats. Set boundaries. Say no when needed.
- Being proactive: understand what matters to members and be ready with a clear plan.
- Using elected members well: they can help us reach residents we can’t.
- Not always using elected members: officers and residents often make powerful storytellers, use insight to guide who are your spokespeople.
- Being organised: plan ahead so you can guide what’s coming.
And the truth is, we do so many of these things instinctively already! Perhaps we spend too much time doubting what we’re doing very well?
Reflections from Andrea Newman, LGA Director of Comms
Next, Andrea Newman, explored the loneliness that can come sometimes accompany senior roles in comms. I’m fortunate to have strong collaboration across my council and the wider Nottinghamshire patch, but these two days reminded me how important it is to broaden our networks further. There is comfort in hearing, “yes, I feel that too” from comms colleagues. There is confidence in knowing you are not alone.
Again, keen on practical tips to share, Andrea’s guidance included:
- Trust your instincts.
- Recruit and nurture creative talent.
- Listen to your team and back their ideas.
- Diversify your skills, don’t shy away from new things and stay current
- Celebrate achievements.
- Build credibility, leadership is earned.
- Be evidence-led.
- Be honest and transparent.
- Understand politics.
- Trust your team to deliver.
- Stay curious and keep learning.
All of these are not just leadership tools, they are antidotes to imposter syndrome.
When we surround ourselves with people who lift us, challenge us, and cheer us on, trusting ourselves becomes that little bit easier.
Insights from Matt Nicholls, Head of Communication Improvement, LGA
Finally, Matt’s session was full of practical takeaways, but one theme stood out: insight. When imposter syndrome whispers “are you sure?”, insight gives something solid to stand by. Matt explained that many comms teams lack the time or resources to gather meaningful data, leaving campaigns output‑rich but impact‑poor.
Insight is not a luxury. It’s a compass. And sometimes, to prioritise it, we must be brave enough to stop doing other things. It’s essential for success, influence and credibility – build on these three things and we can help keep imposter syndrome at bay.
My three key takeaways from day one of the Future Leaders programme.
So, circling back to my question: How do we trust in, and simply be, ourselves?
- By recognising our value and our expertise.
- By accepting that imposter syndrome shows up because we care.
- And by knowing that we’re not navigating any of this alone.
Here are my three personal commitments as I continue learning to trust myself and quiet the imposter syndrome when it appears:
- Be evidence‑led: data is powerful and hard to argue with.
- Embrace boldness and trust your gut: good comms requires risk, and people want us to be brave. When you back yourself with bold ideas and instinct, the rewards will always outweigh the discomfort.
- Shift from output to impact: it’s not what we produce, it’s what it achieves.
*(And yes, use notebooks more often. They’re beautiful and blissfully free of emails pings and Teams’ messages!)