When we set out on research to explore the working lives of brand leaders in the third sector, the focus was on understanding the familiar set of operational challenges they face. We wanted to better understand the realities of brand leadership today – what enables it, what constrains it, and what often goes unseen.
What we hadn’t anticipated was just how significant the emotional dimension is to brand leadership roles in the sector, brought sharply to the fore by the current climate of uncertainty many charities face. With brand often deprioritised at a strategic level or treated as expendable when resources tighten, brand leaders find themselves working against an increasingly difficult landscape.
This reflection draws on Behind the Brand 2026, a new piece of research from us which has been supported by CharityComms by reposting our calls for survey responses, providing comment for the report, and sharing it with the network of charity communicators. The research combines a sector-wide survey and in-depth interviews with senior brand, marketing and communications leaders across charities, funders, cultural institutions and policy bodies.
Brand leadership is becoming more complex – emotionally as well as structurally
Naturally, we’d expected to hear about the emotional weight of working in mission-driven organisations. Many brand leaders are deeply invested in the causes they serve and are exposed daily to stories of vulnerability, injustice or loss.
But what emerged through the research was more multi-faceted.
Brand leaders described the tension between holding responsibility and not always having the conditions to do the job well. Limited authority, inconsistent access to senior decision-makers, and accountability without commensurate control were all cited as workplace constraints. Many highlighted the sheer effort required to be constantly explaining, justifying and defending brand work internally in environments where brand is still relatively misunderstood or reduced to “logos and campaigns”.
This situation makes brand leadership a role that is not only structurally complex, but emotionally demanding.
As one interviewee put it:
“I think it’s one of the most brutal roles in the organisation. You’re always fighting battles.” — Director of Brand and Communications, racial justice charity
The invisible work behind brand decisions
What was most striking in our results was how rarely the emotional labour of managing relationships and expectations was actually called out for what it is.
Brand leaders are often acting as advocates, translators and long-term guardians of organisational intent, while navigating short-term pressures, internal politics and, at times, scepticism about the value of their work. This aspect of their work is largely invisible – absorbed quietly alongside delivery – yet it plays a significant role in whether brand initiatives succeed or falter.
Several participants described the strain of being accountable for outcomes they didn’t fully control, and the vigilance required to keep brand work moving forward without alienating colleagues or senior stakeholders.
Reasons for optimism
Despite this, the research findings did not end with a pessimistic note.
Many participants expressed optimism about where brand leadership is heading. They spoke about a growing recognition of brand as a strategic asset, the value of having brand expertise at the top table, and the opportunity for brand leaders to play a more integrated role as organisations grapple with complexity, change and emerging technologies.
One brand leader reflected:
“…[brand] is coming back. Organisations cut brand first, then see the dip get worse – and realise they’ve stopped investing in one of their biggest assets.”
There was also a sense that the role of brand leadership is evolving – becoming less about control or compliance, and more about strategic stewardship, adaptability and long-term value creation.
Other areas the report explores
The emotional dimension of brand leadership is just one of five themes that the Behind the Brand 2026 report explores. Other areas of focus are:
- why influence at senior levels can feel fragile, even when access exists
- how limited capacity, reactive culture and unclear ownership lead to “random acts of branding”
- why rebrands are common – and why they can struggle in practice
- why evidence is widely valued in theory, but not always applied in practice
The report concludes with practical recommendations for trustees, CEOs and senior leadership teams, brand leaders, and agencies working in the sector.
The challenge is real – but so is the potential for brand leadership to shape a more resilient, confident third sector.
You can download the full report at Behind the Brand 2026: Insights from Charity & Nonprofit Leader.
