Beyond the Checklist: Why Communications Deserves a Strategic Seat at the Table

When communications is treated like a checklist, you get noise. When it’s grounded in strategy, you get results.

One of the things I’ve valued most in my in-house communications roles is that strategy was part of the job. I wasn’t just brought in to make things look good. I was expected to help shape how we advanced our mission, built trust, and connected with audiences in meaningful ways. Not every organization fully grasped the value of strategic communications. But most did and they saw the difference it made.

Now, as a consultant, I find myself in a different position. I’m often responding to RFPs where the vision of success has already been defined, often by people without communications expertise. That vision might include a set cadence of social media posts, a specific number of press releases, or a newsletter schedule that’s already been decided. Sometimes, there’s no clear audience strategy or engagement goal attached. Just a list of deliverables.

It’s a bit like being handed a recipe and told to bake a cake — even if there’s no sugar in the pantry, no guests at the party, and no oven. But hey, at least there’s a checklist.

I’m currently in conversations with one such organization. They’re doing vital work, but their proposal outlined specific content tasks by platform and frequency — even though their current posts aren’t gaining any traction. I think I might be the only one liking them. Their press releases? Crickets. No journalist pick-up.

To me, that’s not a reason to keep pressing “send.” It’s a sign to pause and ask: Why isn’t this working? What would actually move the needle?

This is where communications can be transformative: not as decoration or a content machine, but as a problem-solving tool. That’s why I offered this organization something extra: during quieter times in our engagement, I proposed devoting part of the retainer to support strategic thinking. Not because it was in the RFP, but because their mission matters. Box-checking might fulfill a contract, but it won’t get them the recognition, influence, or momentum they deserve.

And really — can you imagine this happening in any other field?

“Don’t worry about the audit, just file the taxes.”“Go ahead and post the job, but skip the hiring strategy.”“Let’s not involve IT — we’ll just guess the passwords.”

Yet in communications, it happens all the time. Experts are asked to execute tactics without being invited to weigh in on whether those tactics make sense in the first place.

Real impact requires more than output. It requires insight. Who are you trying to reach? What will move them to act? Where is your message getting lost, and how can we sharpen it to land?

As a consultant, I’m happy to provide content support and deliverables. But the greatest value I bring is helping organizations use communications to identify and overcome their biggest barriers — and to grow with purpose.

Because when strategy leads, communications stops being a checklist and starts being a catalyst.

Curious how strategic communications could help your organization gain traction, clarity, or visibility? Let’s talk.