And if there’s a second thing we all know, it’s that we have to fight for every dime in the budget, because comms always seems to get the “nice to have” budget.

Let’s change that in 2026 by showcasing not what we do as communicators – but rather what value we bring to the bottom line. 

4 ways to make the business case for PR budget 

In life, the key to success is not what you say, but how people interpret it. This is also true in business, which is why the best communications leaders understand what executives need to hear as well as the nuts and bolts of what we do. They present placements not as the celebratory outcome, but as part of the communications journey for stakeholders. They brag not about open rates, but rather who opened – and why – and what it means for sales. 

In other words: they speak C-Suite by ditching communications jargon, uncovering leaders’ pain points, and developing solutions customized both to the organization you want to serve and the allies who will get you across the finish line.

Here are four ways to do that:

• Don’t assume you know the answer to questions and concerns. Genuinely seek to understand where management and prospects are coming from, where they want to go, and how communications can be the right solution for their specific challenge(s). Only once you uncover pain points can you provide customized solutions.
• Solutions also include processes. Make sure you help them see that working with you is the right solution for all of the outcomes they have in mind. This means not just hitting the KPIs, but also creating a stress-free experience. Leaders’ most valuable commodity, after all, is time – and you want to waste none of it.
• Say no. A lot. “No” to champagne needs and beer budgets. “No” to services that don’t belong under the communications umbrella. “No” to bad strategy and worse tactics. 

Lots of “No” will get you to…

•  Lots of “yes” to more respect, bigger budgets, and better outcomes. Being, to take from Ashley Dennison in a recent panel conversation, “available but selective” means everyone will know where to find you, but you will be driving the train.

The social media obsession

Perhaps the most frustrating example of earned media not being valued is when it’s compared to social media. Start-up tech founders often say they can reach their target audience just by hitting “post,” and many corporate executives make major announcements on LinkedIn instead of through a press release.

And no wonder. Social media has gained enormous traction and power while the news media has disintegrated. Why ask to borrow someone else’s space when you can simply create and launch your own content exactly as you want?

PR professionals know that the ease of entry to social media is its greatest strength and its most gaping weakness. Every niche in every vertical is saturated, making it almost impossible to make an impact. And when you have a truly insightful post, the algorithms seem to especially punish you for not hitting the right keywords at some magical right moment.

Earned media, meanwhile, can elevate brands instantly by landing their best ideas in trusted media. That’s because: 

• Social media is flooded with bots, ads, and self-promotion. Earned media stands out because it comes from trusted third parties — giving brands instant legitimacy with buyers, investors, and partners. There are also many forms of earned media, creating customized placement options for spokespeople across the company.
• Decision-makers may ignore their LinkedIn inboxes, but they consume the trade publications, newsletters, and podcasts they respect. Effective public relations means not having to pay to be top of mind with key stakeholders.
• Algorithms can make social media posts disappear. But high-quality content in trusted media outlets lives forever – especially when their logos are posted on your website and repurposed across any number of other marketing, sales, and business development assets.

The difference is clear: Social media attention must be earned over time through constant posting, precise timing, and algorithmic luck – and then the attention disappears almost as quickly as it appears. Conversely, earned media compounds, and the companies featured in them borrow that credibility every time they share the link.

Learning to speak C-Suite

Communications professionals often say we add more value than leaders and clients realize. So the question isn’t “why don’t they get it?” The question is – why aren’t we doing a better job of proving our value?”

If you’re struggling to put together the plan that will show how communications is a bottom-line investment into growth and profit, watch our two recent LinkedIn Live panel conversations. 

First, the case for earned media over social media, with The PR Accelerator’s Tracy Schmidt:

How to master business fundamentals to make your case, with consultant all-stars Ashley Dennison of CommsConsultants and Sources of Sources’ Peter Shankman:

That’s why it’s critical for communicators to demonstrate forward-looking capabilities and strategic insights long before they apply for a job. Executives are looking for people who can drive business value and fit well into company culture.

Proven Media Solutions recently hosted two panels that tie these issues together. The first featured ITR Economics’ Mike Feuz, KCPartners founder Brooke Kruger, and DHR Corporate Affairs Managing Partner Jessica Bayer, who laid out what job seekers must understand about today’s cautious but growing hiring market. The second panel — with Notably co-founder Carin Warner, executive coach Scott Monty, and Hitachi Industrial Equipment Systems Chief Communications Officer Stephanie Roberts — dug into how communicators prove their value once inside the organization, guiding leaders through brand building, crisis response, and major transitions.

The Macro Picture: Growth With Caution

At the macroeconomic level, Feuz pointed out that leading indicators remain strong. Revenue growth is accelerating across sectors, which historically leads to more hiring. Despite tariff-driven uncertainty and a sluggish 2024, the fundamentals are improving.

The mismatch comes from psychology. Professionals compare today’s steady growth to the “sugar rush” after the pandemic — when companies threw money into the economy and hiring exploded. Additionally, people tend to look at lagging indicators like job numbers, even though the long-term trajectory is positive.

Kruger and Bayer described a hiring market defined by caution. Employers know they need communications talent, but they are reluctant to make mistakes. Interviews are longer, reference checks are deeper, and roles often stay open too long as companies wait for the “perfect” candidate.

That caution translates into frustration for applicants. Qualified professionals may go six, twelve, or eighteen months without landing a full-time role, despite deep experience. Hiring managers are also turning to contract-to-hire arrangements to reduce risk. For job seekers, contract work may open the door to a permanent seat.

Four Takeaways for Job Seekers

1. Labor costs are rising. Employers are investing in the right senior staff because retaining employees is cheaper than replacing them. Internal communications is especially valued as companies work to keep teams engaged and loyal. Bring the data to the interview!

2. Comms and government affairs overlap. Political uncertainty and tariff battles have elevated the need for communicators who understand policy. Professionals who can bridge external messaging with public affairs have an edge.

3. Your network matters more than LinkedIn applications. Online postings often attract hundreds of applicants, and resumes vanish into applicant-tracking black holes. Referrals and personal outreach are far more effective. And remember that your network is probably a lot bigger and more impactful than you realize.

4. LinkedIn is for storytelling. Don’t just post updates — use LinkedIn posts to demonstrate how you solve problems and engage thoughtfully on other people’s posts, Your voice, not just your resume, builds credibility.

From the Seat at the Table to Guiding the Table

The first panel showed that communicators are no longer just messengers. They have a seat at the table — influencing strategy, shaping narratives, and guiding leaders through uncertainty. But the real test of leadership comes when the strategy shifts: building the brand itself, navigating a crisis, or steering through executive transitions. That’s where the second panel comes in, showing how communicators translate credibility into influence once they’re inside the room.

Brand Strategy: The Story Behind the Logo

Building a company’s brand today is inseparable from the people who lead it. Roberts explained how guiding a new CEO through cultural and geographic transitions required weaving in personal experiences, not just company values. Monty’s Ford experience underscored the same point: even in a century-old brand, the CEO became the chief storyteller, humanizing Ford in 2008, when the company was facing enormous pressure from Congress. Warner highlighted that founders often struggle to answer a simple but essential question: What do you want to be known for?

Crisis: When Leadership Is the Message

Crises test whether leaders and brands are credible. Monty’s account of Ford’s response during the 2008 financial collapse showed how humanized leadership — from caravan road trips to congressional testimony — reframed the company’s story in the public eye. Roberts shared how in Japan, trust and relatability mattered as much as strategy when explaining tariff impacts. Warner pointed out that sometimes the CEO should not be the spokesperson — especially when their presence risks implying fault. Choosing the right messenger at the right moment can preserve credibility while still showing empathy and action.

Transitions: Balancing Legacy and Change

Perhaps the hardest challenge is guiding leaders through transitions — whether it’s a new CEO, a generational shift in leadership, or a brand refresh. Roberts described how Hitachi’s first non-Japanese CEO required careful storytelling to earn trust internally and externally. Monty emphasized consistency: repeating a clear and compelling vision until it cascades through every level of the organization. Warner pointed to Red Wing Shoes’ new fourth-generation CEO as a rare case where personal passion and company heritage align perfectly, making the leader herself the brand’s most powerful ambassador.

Conclusion: The Roadmap for Communicators in 2025 & 2026

Both panels bring a similar message: communications professionals have to guide long before the strategy is implemented. Bring the data, showcase your expertise, and speak C-Suite. Earn the seat at the table during the interview and even more so after you’ve arrived at it.