Strategic Communication as a Leader: How I Build Trust, Alignment, and Institutional Clarity

If there is any leadership skill that becomes more essential the higher you rise in an institution, it is communication. Over the years, I’ve learned that communication is not just about what you say — it is about how you listen, how you respond, how you reassure, and how you build alignment around complex and sometimes uncomfortable decisions.

When I look back on my experiences in athletics administration, advancement, business operations, and institutional leadership, there is one constant: communication either strengthens trust or erodes it. I have made it a point to communicate with purpose, consistency, and honesty, because people want to know two things from their leaders: what is happening and why.

I’ve always believed in communicating early. Delayed communication creates confusion; unclear communication creates mistrust. When challenges arise — whether they involve strategic decisions, performance expectations, restructures, external pressures, or compliance issues — I believe leaders must speak with clarity, not hesitation. Communication steadies an institution, especially during moments of uncertainty.

Another part of my communication philosophy is accessibility. People should feel they can reach leadership when they need to. I’ve always prioritized open-door conversations, availability at events, presence at practices or meetings, and the willingness to listen even when the message may be difficult. Communication is not a one-way process — it is built on engagement.

I also believe leaders must communicate with alignment. Messages coming from athletics, advancement, academics, operations, or the president’s office should not contradict one another. Institutions thrive when internal stakeholders hear a unified message and see clear coordination across campus units. I’ve worked hard to ensure that my communications reinforce the institution’s mission, vision, and priorities — not just my personal perspective.

In my experience, communication becomes most important when decisions are tough. Leaders must be clear, firm, and compassionate. They must explain the rationale behind choices, provide context, and offer a vision for what comes next. People may not always agree with decisions, but they respect leaders who are transparent and thoughtful in explaining them.

Finally, I believe communication must carry humanity. Institutions are made up of people — students, families, staff, coaches, donors, alumni. Leaders must speak with sincerity, empathy, and respect. Over the years, I’ve learned that people remember how you communicate during both the high points and the challenging moments.

Strategic communication is not just a skill — it is a leadership philosophy. It shapes culture, strengthens relationships, and creates clarity across the entire institution. In every role I’ve held, communication has allowed me to build trust, align teams, and advance the mission of the organizations I’ve been privileged to serve. To learn more about my background or read my articles click the links below:

https://www.dr-brian-wickstrom.com/articles https://www.dr-brian-wickstrom.com/about