Communications leaders who create the most value are the ones who use actionable intelligence, apply sound judgment, and (the critical part →) build organizations that can sustain both.

This conclusion comes from three places: conversations with our customers, research from our Data-Driven Communications initiative, and the reality that data is more abundant than ever before.

This week, I’m sharing a lesson on building that capability inside a communications team—and what it takes to sustain it over time.

A well-respected leader recently shared a belief that made my jaw drop:

"You can teach comms to a data person, but you can't teach data to a comms person."

I understand where the idea comes from. Many communicators were never formally trained in analytics, measurement, or data interpretation. When teams struggle to use data effectively, it's easy to assume the capability simply isn't there.

So I asked my LinkedIn network what they thought. 86% disagreed. (Those that agreed had an interesting trait in common. Find out here.)

Sure, the result itself told a story, but the comments were far more revealing: many of the people pushing back had made the journey themselves. They started as communicators, developed stronger analytical skills over time, and learned how to use data to improve decision-making. 

What they described wasn't a natural talent. It was a learned capability supported by curiosity, practice, and leaders who invested in their growth. That's an important distinction because it changes how we think about talent development, which also creates a significant opportunity for communications leaders.

The strongest teams are helping communicators develop both communications expertise and analytical expertise. They reward curiosity, encourage people to ask better questions, and use data as a tool for improving decisions rather than simply validating past work.

Data paired with confidence allows users to identify opportunities, challenge assumptions, and contribute to strategic conversations. Those skills can be developed, which means the next trusted advisor on your team may already be sitting in the room.

From my perspective, that's encouraging news. The communicators who advance in their capabilities often use curiosity, coaching, exposure to data, and repeated practice to learn and develop. Leaders play a significant role in creating those opportunities.

Many leaders focus on proving value. Fewer focus on preserving value.

Take inventory of where your team is spending time with data today. If most interactions happen during reporting, create opportunities for data to influence planning, stakeholder analysis, and decision-making earlier in the process.

Once your team has adopted Data-Driven Comms capabilities, the next phase is to keep them alive when the environment changes.

It’s inevitable. New leaders arrive. Teams reorganize. Budgets shift. Trusted partners move into different roles. Before long, practices that once felt established begin receiving less attention.

I've seen this happen enough times that I no longer view it as a failure of the framework. More often, it's a sign that the discipline never became part of the organization's operating rhythm.

The teams that sustain progress treat research, stakeholder intelligence, and evaluation as operating disciplines rather than initiatives.

Research → informs planning
Evaluation → is built into campaign workflows
Partnerships → are documented and maintained

New employees inherit frameworks, examples, and expectations that allow the work to continue regardless of who occupies a specific role.

When I talk to communications leaders, one question consistently reveals where they are on this journey: What would happen if your strongest advocate left tomorrow? The answer usually tells you whether the capability belongs to the organization or to a handful of individuals.

Document, train, and operationalize important practices before they're needed. If a capability is important to your success, it deserves a place in your planning process, team development strategy, and your operating rhythm.

Communications teams often invest significant effort in creating momentum but forget long-term success comes from creating durability.

Cannes Lions International Festival of Creativity kicks off this week, bringing together the biggest names in marketing, communications, media, technology, and the creator economy.

Meltwater’s Creator Culture Club is hosting a series of public and private events featuring leaders from companies like Snap Inc. and Deloitte Digital alongside influential creators, founders, and industry voices helping shape the future of marketing, media, and influence. Attending? RSVP here.

Success increasingly depends on understanding how people form opinions, what shapes their decisions, and where culture is moving next. Events like Creator Culture Club are where many of those conversations begin.

The communicators I admire most weren't born knowing how to work with data, influence stakeholders, or earn a seat at the table. They are proof that through curiosity, discipline, and strong leadership, new capabilities can be developed over time. That's why I'm optimistic about the future of this profession.

If you're looking to become a more strategic communicator, start by understanding where you are today. We made the Data-Driven Comms Maturity Assessment completely free to help you benchmark your current capabilities and identify the skills, behaviors, and practices most closely associated with trusted advisors.

In just 10 minutes, you'll receive a personalized benchmark across the capabilities most closely associated with strategic communications leadership.

More than 600 communicators have used the Data-Driven Comms Maturity Assessment to understand where they are today and what it takes to advance to the next level.