What does it take to be a strategic communicator?
US-headquartered public relations firm Penta Group recently announced that former Taoiseach Leo Varadkar will be taking up an advisory role with the organisation in the coming weeks. You could be forgiven for thinking that Varadkar’s ability to open doors at the highest levels of Irish and European politics would be the focus of his new role, but it would be a false assumption. In confirming his appointment, Penta clarified that he would not be partaking in any lobbying activity in his role.
So that lends itself to a natural follow up question – if the former Taoiseach is not being hired because of his contact list, what else is he bringing to Penta that will augment their existing advisory services for clients? One would quickly point to his skills as an exceptional orator and assume that is where he will be focusing his efforts, but neither presentation or media training are listed as services that are provided by Penta. A line in the press release announcing the appointment provides the answer –
“His deep commitment to evidence-based policymaking and strategic leadership aligns seamlessly with Penta’s mission.”
Matt McDonald, CEO of Penta Group
Strategic leadership.
The term is broad, but when viewed through the lens of what it means in the context of communications, it suggests a role that goes beyond tactical messaging. It implies critical, analytical thinking, policy insights, and the ability to guide organisations through complex regulatory, reputational, and operational challenges. Strategic communicators understand that communication is so much more than developing messaging; it is shaping perceptions, influencing stakeholders, and aligning messaging with business goals.
So what makes an effective strategic communicator? Firstly, they must have a deep understanding of the external landscape—political, economic, regulatory and societal trends that can impact an organisation. A strong strategic communicator doesn’t just react to events. They anticipate shifts and trends, proactively crafting narratives that keep their organisation, or clients, ahead of the curve.
Strategic communicators must also possess the ability to translate complex ideas into clear, compelling messages. Whether engaging with investors, policymakers, employees, or the public, they ensure that communications serve a broader strategic purpose rather than functioning as isolated statements or campaigns.
Finally, they play a crucial role in decision-making. Communications cannot be an afterthought or a function that simply executes leadership directives—it should be embedded at the highest levels of strategy formulation. When strategic thinking is absent from the communications function, organisations risk being reactive, inconsistent, or failing to leverage their own strengths in the public domain.
Varadkar’s appointment highlights this reality. His experience as a former head of government means he understands how decisions are made at the highest levels, the importance of messaging, and the need to align communications with broader strategic goals. This is why organisations benefit from having strategic communicators at the decision-making table – because effective communication is not just about delivering messages, but shaping outcomes.
Public trust, reputation, and stakeholder engagement are more critical now than ever. We need strategic thinkers, delivering authentic and honest communication. Organisations that invest in this capability will not only navigate challenges more effectively, but will also build stronger, more resilient reputations in the long run.
AM O’Sullivan PR is a member of IPREX, a global PR & Communications network of leading strategic thinkers in the communications industry. You can read insights on the evolving role of communications strategy in an increasingly polarised world from Alexandra Mayhew, IPREX’s Executive Director, here.
