Is IC missing out by not using internal influencers?

The actress Gillian Anderson had been appointed Chief Compliments Officer for Marks & Spencer. It’s a new role created as part of the retailer’s latest campaign encouraging people to send compliments to others. They’ve even created a LinkedIn profile for her and yes she accepts connection requests. It’s a light-hearted idea, but one that is likely to generate plenty of attention for the brand and recognition for its spring campaign.

Marketing teams have long understood the power of celebrity influencers. They are also increasingly recognising the value of employee voices. Marks & Spencer runs its “Insiders” programme, encouraging colleagues to share content about products and store life on social media, offering a more relatable perspective on the brand. And in the US Kaeden Rowland a Staples employee aka “Staples Baddie” has generated over 18 million views on Tik Tok posting short videos about life in store creating a surprise boost for the brand.

Is internal comms missing an opportunity?

Inside organisations, we rarely think about influence in quite the same way as our marketing and PR colleagues. Internal communication strategies largely focus on leaders, channels and formal messages. Yet there is a real opportunity for internal communicators to work more intentionally with internal influencers across the organisation so messages land with greater credibility.

Internal Influencers are well connected

Unlike communications champions or ambassadors, internal influencers are not formally appointed. Their influence comes from credibility and connection rather than hierarchy, and they may have more impact on how colleagues interpret messages than formal leaders.

One way to understand this is through organisational networks. Information rarely travels in a neat, top-down line from leadership to employees. Instead, it moves through conversations, relationships and informal connections across teams, as people discuss announcements, compare interpretations and share perspectives in everyday interactions. Within these networks, certain individuals naturally sit at the centre of conversations. They are the people others turn to for advice, clarification or reassurance. Because they are trusted and well connected, their perspectives can shape how information spreads and how colleagues interpret change.

As trust research consistently shows, people often place greatest confidence in someone they see as “a person like me.”

Internal influencers exist in every organisation, whether we recognise them or not.

The question for communicators is not whether internal influencers exist in our organisations — they do — but whether we take the time to understand who they are and how they shape conversations. When we do, we gain valuable insight into how messages are interpreted and discussed across the organisation.

Working with internal influencers is not about trying to control them.

Their credibility comes from authenticity and independence. Attempts to script what they say are likely to undermine the trust that makes them influential Instead focus on listening, sharing context and involving trusted voices earlier in conversations so they can help colleagues make sense of what is happening around them.

Five tips for working with internal influencers

1. Identify the right people. Look for employees who are trusted and well connected. During change programmes, the same names often come up when colleagues are asked whose opinion they value or who they turn to for advice.

2. Be clear about the purpose. Explain why their involvement matters. For example, during an office move, influential employees can help colleagues understand how the new space will work and what the change means in practice. When they understand the purpose, they are better placed to help others make sense of it.

3. Involve them early. Give influencers early access to initiatives, pilots or ideas so they can form their own view. In marketing, brands often give influencers early access to products before recommending them to their audience. The same principle applies internally.

4. Encourage authentic stories. Influence works best when it feels genuine. Encourage people to share their own experiences rather than repeating corporate messages. Authentic voices are far more likely to resonate with colleagues.

5. Recognise their contribution. Internal influencers often support initiatives informally. A simple thank you or recognising their input helps reinforce the positive role trusted voices can play in helping colleagues understand change. If influencers help brands reach audiences traditional marketing can’t, internal communicators may find the same power in the trusted voices already inside their organisations.