In small nonprofits, government agencies, and community organizations, we often post a job for “Marketing” when what we really need is “Communications” - but what exactly is the difference, and why does it matter?

We hope for clicks and conversions, but what we’re truly seeking is connection, trust, and the human voice behind the mission.

I’ve walked that road myself: with a background in print journalism, an MLIS, and later an MPA, I learned how to write stories, build collections, craft policy, and set up a Google Analytics dashboard—all because our budgets were tight and the job description said, “We need someone who can do it all.”

One person can wear many hats, and one person can shift between roles…. but if you expect one person to be everything—storyteller, brand strategist, ad analyst, policy liaison—you’re setting them up for confusion and burnout.

Knowing what your organization actually need is the first step to getting it right.

Here’s a clear breakdown of six often-blurred disciplines:

Communications is the foundation: your story, your voice, your trust strategy.
Marketing builds on that foundation to create awareness and growth.
Branding holds it all together through visual and emotional coherence.
Advocacy, public affairs, and government affairs extend your influence outward—to shape perception, policy, and engagement.

In the nonprofit and civic world, you’ll often see a “Marketing Coordinator” posting that lists writing press releases, managing social media, handling public records, and briefing elected officials—all under one title.

That’s not a job description; that’s a survival plan.

The problem is alignment. If you hire someone who loves storytelling and relationships, but the real goal is analytics and conversion, they’ll feel lost. If you hire someone who thrives on metrics, but your success depends on nuanced messaging and stakeholder trust, they’ll feel misplaced.

When roles are mislabeled, everyone loses: the employee, the organization, and the mission.

Too often, leaders choose the word marketing because it sounds active, measurable, and modern. However - if your organization’s primary goal is clarity, trust, and message consistency—you’re not looking for a marketer. You’re looking for a communicator.

And while one person can be a generalist, one person can’t be a specialist in everything.

Ask yourself: do you need a “jack-of-all-trades” presence to manage relationships and messaging? Or do you need someone who can dive deep into technical SEO, analytics, and advertising strategy?

There’s a difference. And it matters.

My journey through journalism, library science, and public administration taught me something important: in small organizations, you often are the communications team because there isn’t anyone else.

I’ve written press releases before sunrise, built email lists during lunch, and analyzed engagement data long after everyone else went home. What I learned is this:

There IS a difference between being flexible and being overloaded.

Being a communicator who can pivot across disciplines is valuable. Being the only person responsible for storytelling, data analytics, graphic design, brand management, and legislative outreach isn’t sustainable.

If you expect your “marketing” hire to write speeches, craft brand identity, and also manage Google Ads, you’re not defining a role—you’re building a pressure cooker.

The fix is simple: call things what they are.

If you want someone to tell your story, nurture your reputation, and strengthen relationships, that’s communications.
If you want someone to run ad campaigns, test audiences, and optimize conversions, that’s marketing.

If you need both, that’s fine—but plan for two different lanes, or at least two different skill sets.

Before you post your next job, ask three questions:

Your answers tell you which lane you’re in.

If your focus is storytelling and trust → hire for communications.
If your focus is metrics and sales → hire for marketing.
If your focus is influence and policy → hire for advocacy or public affairs.

A title isn’t just a label—it’s a contract of clarity.

For nonprofits, libraries, and public institutions—where truth, connection, and courage are core values—this distinction goes deeper than semantics. It’s about alignment.

Your work isn’t about selling products; it’s about inspiring participation, understanding, and trust. When you mistake communications for marketing, you risk treating your community like a market instead of a relationship.

The best organizations don’t just measure clicks; they measure connection.

And when you name the work correctly—when you match goals to skills—you empower your people to thrive. You attract the right talent, clarify expectations, and create space for meaningful results.

It’s not just a staffing decision. It’s a leadership philosophy.

Before you finalize that job ad, gather your leadership team and ask:

If the answer is “trust,” “clarity,” or “connection,” you’re hiring for communications.
If it’s “growth,” “traffic,” or “sales,” you’re hiring for marketing.

And if it’s “policy impact” or “advocacy wins,” you’re stepping into public affairs.

Define it clearly. Hire intentionally. These small steps to define clarity will amplify your organization to move closer towards the mission.

✍️ Author Bio

Jen Baxter is the Founder of The Common Collective, an independent nonprofit civic organization dedicated to truth, connection, and courage. A veteran public-sector and nonprofit leader with 15+ years of experience, she brings a unique perspective to civic storytelling, organizational design, and leadership rooted in empathy and impact.

Until next time,

Guiding Principles 

People first | Transparency | Equity | Creativity | Accountability | Joy
www.thecollectivestories.org