By Oluwatosin Ojebisi
The world of communications is evolving at a breakneck pace, yet the conversation around how we grow within it remains surprisingly stagnant. Unlike the traditional, linear climb seen in finance or operations, a career in communications is often a jagged path shaped by three variables: clarity, confidence and access. To dig deeper into these dynamics, I recently conducted a pilot study—an exploratory survey involving young professionals across Nigeria, Kenya and Uganda. While these findings are preliminary, the “signals” coming back from the field are loud and clear. They reveal a profound “Ambition Paradox”: a generation of communicators who are highly motivated but feel fundamentally unsupported, financially constrained and strategically misunderstood.
One of the most striking insights from the survey was the nuanced nature of career clarity. While a few admitted to being “not clear at all,” the majority of respondents sit in the “slightly” or “mostly” clear categories. This suggests a “middle-ground” fog, a state where professionals have a sense of the horizon but lack the high-definition roadmap needed to navigate the complexities of senior leadership. One participant poignantly asked: “What is the height of this career?” This question isn’t just about job titles; it’s an existential inquiry into the value of our profession. I recall a conversation early in my career where a senior colleague told me that a communications career peaks at the level of Marketing Director. I was shocked and I fundamentally disagree with that position. Communication is not a mere subset of marketing; it is a vital pillar of Integrated Marketing Communication (IMC). When we view it through the IMC lens, we see it as a discipline that synchronises reputation, trust and strategic influence across every touchpoint. When we limit the “height” of our career to a marketing ceiling, we don’t just diminish the individual; we undermine the strategic potential of the entire organisational ecosystem.
To any young professional reading: let no one toss you around or make you fret about the future of this profession. Within standard, structured organisations, the heights you can attain are vast and prestigious—Director of Communications, Director of Corporate Affairs & Communications, Vice President of Communications and the Chief Communications Officer (CCO). Even outside these traditional structures, in startups, NGOs or as independent consultants, the potential for impact is equally significant and available. There is a world to explore and pathways to transition that many young people do not yet realise exist. The key is to stay the course. Be focused. Success in this field requires a steady hand and a clear eye on the long game.
The survey also highlighted a frustrating gap in confidence: many professionals feel secure in their technical skills but falter when tasked with communicating their own value. I know this struggle firsthand. During an interview a while ago, I found myself unable to convincingly articulate the specific value I brought to the table. It wasn’t a lack of knowledge; it was an inability to frame my experience in a way that resonated with the brand’s bottom line. That experience was a wake-up call. Career success is not just about doing the work; it is about the clarity and confidence to tell your own story. If we cannot “sell” the value of communications to our own employers, we cannot expect a true seat at the table.
If clarity is the map and confidence is the fuel, mentorship is the vehicle. In my own six-year journey, I have been fortunate to have two mentors and one sponsor. Their guidance didn’t just help me navigate tactical challenges; it opened doors to rooms I didn’t even know existed. The pilot study confirms this: 81% of respondents believe a mentor would “significantly” accelerate their growth. Yet, many are operating in a vacuum, citing “ignorance from superiors” as a major barrier. We are seeing a generation of leaders who fail to understand the strategic weight of communications, thereby depriving their teams of the resources and sponsorship they need to thrive. We don’t just need mentors to teach us how to write; we need sponsors to advocate for our role in the boardroom.
Perhaps the most sobering finding was the financial barrier to progress. 62% of those surveyed reported that their current financial situation only “slightly” or “not at all” supports their career goals. This resonates deeply with the reality of working in African markets. Professional excellence often requires international certifications. However, when these certifications require payment in foreign currencies while we earn in local currency, the exchange rate transforms professional development into an unreachable luxury. If we want an inclusive, world-class industry, we must address these cost barriers. We cannot expect our talent to compete globally if the cost of “entry” into global standards is structurally prohibitive.
This leads back to the ultimate “mystery” identified in the survey: “Why do Chief Communications Officers (CCOs) rarely ascend to lead a business unit?” There is a lingering perception that the communications team is purely a support function, a group that “makes things look pretty.” This mindset is the greatest obstacle to the next generation. Our study also shows a growing curiosity about AI and a hunger for digital transformation, yet these ambitions are often stifled by a corporate culture that fails to see us as strategic advisors.
The young professionals I surveyed are ambitious and hungry. They are asking for one-on-one mentorship, live sessions with industry leaders and practical tools to navigate their paths. This pilot study is just the beginning, but the early signals are a warning. We are at risk of losing our best talent to uncertainty and the sheer cost of progress. As an industry, we must decide: will we continue to allow communications to be perceived as a secondary support role or will we build the infrastructure, the mentorship and the strategic clarity, to let our talent reach the true height of their potential?
The ambition is there. Young pros must gain clarity and confidence, remain focused, stay the course and the ceiling will eventually break.
Oluwatosin Ojebisi is a Communications Specialist, and she writes from Lagos, Nigeria.
