How to save your marcomm team

Whenever I ask friends in marcomm circles how they’re doing, the most optimistic response I get is “hanging in there.”

However, they often tell me that they are “tired,” “tired” or, worse, “tired.”

It’s a sobering spectrum, especially given the robust health programs at many colleges and universities today. It also underscores the worrying trend of burnout and mental health challenges for professionals in creative fields such as PR.

When I accepted my first senior communications role at Wake Forest University in 2011, many people congratulated me on landing what they considered a “hard job.” To be clear, working in college and university marcomm has never been easy; however, the mission-driven environment and extensive benefits often outweigh below-market wages and the occasional problem. But now, the once-bright allure of working in this machine-centric industry—often about work-life integration, great benefits and intellectual curiosity—has faded.

There is surprisingly little data on workplace satisfaction especially among senior ed marcomm professionals. However, the TIAA Institute and CUPA-HR reported that 19 percent of all college and university employees are at risk of losing benefits in the next two years, according to the 2024 study. Of those at risk, 37 percent think working for their current institution is worse than working for most organizations outside of higher ed. Yes.

On the marcomm side, half of PR professionals considered quitting last year due to burnout, according to MuckRack’s 2024 data. Almost everyone interviewed (96 percent) said they had trouble relaxing and switching off at work after the end of their work day. A 2023 Sprout Social survey found 42 percent of marketers plan to quit social media within the next two years, with burnout being the third most common reason. About two-thirds had experienced fatigue in the past three months.

Given the 24-7 demands of college and university life—especially on residential campuses—and the constant expectations of today’s marcomm professionals, it’s no wonder burnout is so prevalent. Add to this volatile mix the growing public distrust of higher education, the upcoming policy shift from Biden to Trump-era priorities and the financial pressures associated with declining enrollment, and you have to wonder: Who would willingly take on these roles?

However, we need people who not only want these jobs but who are equipped and motivated to face these challenges with intelligence, tenacity and a new sense of purpose. Now, more than ever, the future of higher education depends on it.

Here are the key steps campus leaders must establish, initiate and continue to take to empower marcomm teams, improve their effectiveness and ensure they remain motivated, supported and equipped to thrive in today’s challenging environment.

• Stop blaming marcomm professionals for registration rejections. For many years, Within Higher Ed He emphasized that enrollment challenges stem from a variety of issues, including the long-predicted decline in demographics, the rise of higher education, the politicization of higher education and changing program preferences. However, I know several marcomm leaders who feel that all eyes are on them. Blame undermines morale and contributes to high turnover, making it difficult and costly to address these challenges effectively.
• Stop expecting “more with less” without prioritizing strategies. The constant demand for more product without more resources causes overwork and burnout, undermining the sustainability and creativity of marcomm teams. Leaders cannot pile on or take on additional responsibilities without balancing resources or prioritizing. Capacity planning is not a luxury, it is a necessity. Tired teams are less likely to be flexible and creative and more likely to make mistakes and burn out. Senior leadership teams that do not plan for these situations should expect diminishing returns, inefficiencies and profits.
• Start adding marcomm to your senior leadership team. Although this trend is increasing, there are still institutions where CMOs and CCOs report to the provost, dean or even to the center of development instead of directly to the president or chancellor. To align institutional messages with key priorities, marcomm leaders need direct and regular access to senior leadership and decision-making forums.

• Start involving marcomm in strategic decision-making early. Similarly, effective communication and creative strategies depend on early involvement, allowing for alignment with institutional priorities and minimizing last-minute problems. Fostering a culture of interdepartmental collaboration at the outset reduces contingency-driven workflow and burnout. Combined with a seat at the leadership table, marcomm professionals have the empowerment, knowledge and collaboration they need to succeed.
• Continue to invest in professional and personal growth. Beyond traditional conferences, colleges and universities should explore other professional development opportunities, such as training or peer mentoring programs. For example, a $5,000 professional development budget can fund six months of one-on-one training, providing tailored support, lasting impact and measurable ROI compared to a single conference.
• Keep talking about the importance of higher education. Many marcomm professionals are drawn to the purpose of their work: championing the power to transform education. However, they face increasing challenges due to declining public trust and political fragmentation. Leaders must increase efforts to communicate the impact of the institution and the merits of the institution in ways that reflect the views of the general public. again reality. This requires listening to various stakeholders and adapting messages to adapt to the changing expectations seen after the 2024 elections.

The success of elite institutions depends on the strength and resilience of their marcomm teams. By rethinking priorities, strengthening leadership involvement and investing in sustainable practices, leaders can ensure their teams are ready to meet today’s challenges and secure tomorrow’s trust.