The Transformation of the Communication Director Role in Sports

Explosion of channels  

The last few decades have significantly changed this dynamic. Social media, streaming services and team-owned digital content channels have enabled sports organisations to further engage directly with consumers.  

Journalist engagement is now one of many parts of a wider remit for communication directors. Hybrid marketing and communications teams can efficiently create and distribute content across platforms. 

Claire Furlong, a prominent figure in international sports, most recently led communications and marketing at the International Cricket Council. She commented: “Campaigns are designed in the first instance to fill stadiums and then drive global awareness – this requires a hybrid marketing and communications approach”. 

Players and athletes increasingly use their own platforms to address political and societal issues such as racial inequality and climate change. As a result, sports organisations are under heightened scrutiny for the political implications of their athletes’ actions and affiliations.

Social media also allows anyone to be a journalist; Daryll Seibel, who has held leadership roles in major sports organisations including the British Olympic Association (BOA) and the United States Olympic Committee (USOC), commented: “Each of us can be our own publisher. Each of us has the ability to create our own brand. We have moved beyond the constructs of delivery of a daily newspaper or a narrow cast of three or four networks for news and information”. 

This humanising approach builds connection with a new audience who many have not previously followed sport. For example, “Drive to Survive” helped expand F1’s fan base contributing to a 71% rise in viewership and a 440% increase in social media followers since its release. 

Globalisation of communications  

Sport is a global business. It is a unique unifier crossing geographies, religious beliefs and politics.

Providing a perspective on how to manage this, Claire commented: “You need to be strategic; you can't have a knee jerk reaction to every tweet which creates noise. You have to know your North star, your brand and stay true to that. If you just respond, respond, respond, you'll end up in a pickle very quickly”. 

Globalisation has also meant a tailored approach is required for different audiences. South Asia makes up 85% of the International Cricket Council’s market. Claire commented: “It's a much younger demographic, very digitally savvy, hungry for content and passionate. This market needs a different engagement strategy than someone in the UK”. 

The global sports industry has become increasingly politicised, with issues of corruption, social justice and geopolitics intersecting with competition. Corruption scandals within major international federations have exposed the extent to which political and financial interests can undermine integrity, with federations caught up in geopolitical power plays and governments manipulating events to bolster their global image or exert soft power.  

Darryl commented: “Sports is one of the most resilient aspects of our society, and there is great power in that. However, we have to recognise there is also an undeniable link between what happens in international sport and what happens in international politics”.   

The increasing responsibility for juggling domestic and international government stakeholders has been noted by the development of the public affairs teams. A long-established role for regulated industries, public affairs engage proactively with government to ensure that the opinions of businesses are recognised in policy making. 

The Communication Director role today  

Darryl added: “The most successful communications executives in sport today are strategists. They have the ability to look at what's happening in the world today; understand opportunities, issues and trends; and distil those things in a way that favourably impacts the bottom line and drives business growth”. 

Communication roles today include marketing, brand narrative and digital skills, stakeholder management experience, and an understanding of geo-politics with a raft of important competencies – excellent judgement, high emotional intelligence, ability to influence and advise in a way that builds trust. Joanna stated: “The key for me is demonstrating the value of reputational management – providing sound advice and counsel to our CEO and Board that transcends tactical communication decisions”. 

It is not surprising to see a new generation of communication directors moving into sports from government, consumer-facing businesses and media. In an era where access and engagement are increasingly democratised, the sports sector offers a rich tapestry for communications directors to flex their skills and add value around a Board table.

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