Don’t worry, this isn’t a New Year, new me article.

Well… maybe a little. But only in the sense that, as we head into 2026, it’s the perfect moment to reflect on how we develop internal communicators and build the capabilities needed for high-performing, future-fit IC teams.

This is also the time when many of us are mapping out development plans for ourselves and our teams. Personally, as a chartered practitioner, I’m required to log CPD points each year. Yet, beyond the formalities, I find this discipline genuinely valuable — it encourages me to be intentional about where I invest my time and budget.

Where to focus in 2026?

To inform my thinking, I recently spent time reading the European Communication Monitor research — a robust study based on interviews with 30 of Europe’s most senior communicators. This research offers a valuable perspective on how our profession is evolving. It highlights significant structural shifts that are placing new demands on us. While technical skills remain important, they are no longer sufficient on their own.

One clear takeaway is the increasing complexity communicators must navigate — especially in relation to the geopolitical environment, AI, and the challenge of engaging multi-generational workforces. Against this backdrop, what should our priorities be for 2026?

Evolving challenges in internal communication

First and foremost is critical thinking and judgement. Internal communicators need the confidence to question assumptions, assess what truly matters, and advise leaders on when and how to communicate. Building on this, AI literacy is becoming increasingly vital. While AI can be a powerful tool, it should complement — not replace — human judgement.

In tandem with AI literacy, sense-making and foresight are emerging as essential skills. More than ever, internal communications is about helping leaders and employees interpret what external events mean for them. This requires us to look beyond day-to-day delivery and connect the dots across geopolitics, social change, technology, and organisational priorities.

Finally, working confidently across generations is crucial. With many organisations now supporting workforces that span four or five generations, designing communication that is both inclusive and adaptable — without resorting to stereotypes — has become a core capability.

Overcoming the time challenge

The challenge, of course, is finding the time. For me, it’s about being realistic — a mix of formal learning, reading, webinars and conversations with peers. If you run a team, creating opportunities to learn together — even short sessions — can be one of the most effective ways to build shared confidence and capability.

Five practical ways to build development into a busy year

1. Put the time in your diary for development and protect it. If it’s not in the diary, it won’t happen. Treat development time like any other priority: block it out and don’t move it unless you absolutely must.
2. Attend networking events (many are free). There’s a huge amount of learning available through networking events, roundtables and webinars — and many of them are free. They’re a great way to hear different perspectives, sense what’s changing across the profession and remind yourself you’re not dealing with these challenges alone.
3. If you run a team, learn together once a month. One of the most effective things I did in my last in-house role was set aside time every month to focus on a specific topic. Sometimes we brought in guest speakers; sometimes we explored an issue we were grappling with. Learning together builds shared understanding and confidence far more quickly than sending people off on individual courses.
4. Join a professional body. Professional bodies are an often-overlooked development resource. It offers training, events, research and — just as importantly — a sense of professional community. I’m a member of several and have written before about the value it adds, particularly when you’re trying to stay connected to what’s happening across the profession.
5. Make learning part of how you work, not an extra. Development doesn’t always need to be formal. Reading, reflecting, discussing ideas with peers and learning from real situations all count. The key is being intentional about it, rather than hoping it happens by accident.

Ultimately, building your skills as an internal communicator is an ongoing journey, not a one-off task. Even if you only have five minutes a week, taking time to read, reflect, and engage with new ideas can make a real difference.