How to make the best CCO hire for your non-profit

At a time of increasing pressure, accountability, and change in the non-profit sector, the role of the Chief Communications Officer (CCO) has never been more important – after all it is through communication that organisations build understanding, trust, engagement, and influence. Yet too many non-profits approach this hire without a clear view of what they actually need, ending up with someone who looks right on paper but struggles to deliver in practice.

Through TB3, our specialist practice for the third sector, we’ve seen clear patterns in what separates a transformative communications hire from a disappointing one.

Here’s what non-profit leaders should be thinking about.

Start with the mandate, not the job description

Scoping out a job description before agreeing on the mandate is the most common mistake – in non-profits and corporates alike. Our research with over 30 corporate affairs leaders found that the most successful new CCOs had clear alignment with the CEO on the job to be done before they even started. That principle applies just as readily in the non-profit world.

Before going to market, the CEO and board should be aligned on some fundamental questions:

• What do you need communications to achieve over the next three to five years?
• What does success look like in this role?
• Is the priority fundraising growth, public advocacy, policy change, or organisational reputation?
• Will the role operate as a strategic partner at the leadership table rather than a delivery function?
• Is the role scoped realistically and paid at a level that reflects its accountability?

The answers will determine the type of experience required for the role and will help to ensure a successful hire.

Mission affinity matters, but it isn’t enough

Commitment to the cause is important – a CCO who doesn’t connect with the purpose of your organisation will struggle to inspire others. But passion alone won’t build a high-performing communications function.

The best non-profit communications leaders combine genuine mission motivation with strategic rigour, and the ability to translate ambition into high-quality delivery. They will bring clarity, discipline, judgement, alongside the tenacity to push progress in the face of challenge. Crucially, they pair this with humility – the ability to listen, adapt, and recognise that influence in the non-profit sector is earned through trust, not authority.

Don’t undervalue corporate experience

Non-profits can be wary of hiring from the corporate world, but this can be a missed opportunity. Leaders who have built communications functions in complex corporate environments will bring discipline around measurement, stakeholder management, and strategic planning that can be transformative. The key is to assess adaptability: will they bring the judgement to navigate complexity and succeed in environments defined by smaller teams, tighter budgets, and governance structures that often require consensus-building.

By the same token, it would be a mistake to assume that non-profit experience is automatically transferable. A CCO who has worked solely in one charity may lack exposure to the breadth of communications disciplines that a larger non-profit increasingly relies upon.

Hire for operational agility, not just strategic vision

In many non-profits, CCOs are required to turn their hand to the range of communications disciplines, without a team of specialists to support them (or big agency budgets). This requires a leader who can operate tactically whilst maintaining strategic perspective.

Our research into high-performing corporate affairs teams found that the most effective leaders balance subject matter expertise with generalist capability. In a non-profit context, the CCO often needs to embody that balance personally. Look for candidates who can demonstrate they’ve prioritised under pressure and delivered impact with limited resources.

Think carefully about stakeholder complexity

Non-profit stakeholder maps are uniquely complex. Your CCO will need to engage donors, trustees, beneficiaries, volunteers, government bodies, regulators, and the public – often with very different messages for each. The emotional stakes are high, and getting the tone wrong with any one group can have significant consequences.

Our research consistently shows that strong stakeholder relationships are the cornerstone of successful communications leadership. In a non-profit, this is amplified. The right CCO will build trust quickly, listen carefully, and navigate (sometimes competing) interests with confidence and tact. Collaboration is central to success – across boards, executive teams, partners, and supporter communities who all feel personal ownership of the mission.

Be clear on how you’ll measure success

Lack of clarity around the measurement of success is a common frustration for communications leaders. In the non-profit world, this can be particularly acute. Is the CCO being judged on media coverage, fundraising outcomes, policy influence, brand awareness, or social media engagement?

Agree on a small number of meaningful metrics before the hire starts and accept that reputation is built over time. A good CCO will help evolve your measurement framework, but they need a clear starting point.

Act decisively – but don’t rush

When hiring, there’s always a tension between moving quickly and getting it right. The best leaders act decisively using the information they have at the time, while accepting that not every decision will be perfect. The same principle applies to senior hiring.

Take the time to agree on your mandate, then move with purpose. A prolonged, indecisive process will cost you the best candidates – and the longer you’re without strategic communications leadership, the more ground you lose.

Author: Annabel Prideaux, Associate Partner and Head of TB3

Published: April 2026