Know when to speak: Strategic CEO communication in sport
Sport federations operate in an increasingly scrutinised environment. Stakeholder expectations keep rising. Media cycles move faster than ever. Athletes, members, media, sponsors, and the public all want to know what the organisation stands for and where it’s going.
But here’s the paradox: some federation leaders speak too much about trivial matters while staying silent on profound issues. Others hide behind press officers even when their personal voice is essential. The challenge isn’t simply about communicating more or less. It’s about knowing when the CEO’s voice specifically is needed, and when it isn’t.
Understanding the escalation ladder
Not every issue requires the CEO to speak. In fact, organisations that function well have clear escalation protocols for who communicates what.
Organisations that function well have clear escalation protocols for who communicates what.
For routine operational matters or minor updates, an unnamed spokesperson can handle things perfectly well. For more significant issues requiring official positions, a named spokesperson steps in. When strategic decisions need explaining or stakeholder concerns need addressing, management team members can represent the organisation effectively.
The CEO or President’s voice should be reserved for moments when it truly matters: setting organisational vision, addressing fundamental crises, or when personal accountability is required. Speaking on everything dilutes authority. Speaking on nothing erodes trust. The skill is knowing which issues demand the CEO’s voice specifically.
When the CEO must speak
Certain situations demand leadership’s personal voice. Athlete abuse scandals. Serious governance failures. Discrimination complaints that reveal systemic issues. Major strategic shifts that affect the federation’s mission. In these moments, your members, athletes, and the public need to hear from the CEO directly, not through intermediaries.
Why? Because in these situations, three things are needed. The leader needs to demonstrate understanding of what’s happened, genuine care for those affected, and personal commitment to fixing it. A spokesperson cannot convey personal accountability. And this requires preparation long before crisis strikes.
When the CEO shouldn’t speak
But there’s an equal danger in over-communicating. CEOs who comment on every minor operational issue, every routine match result, or every small administrative decision create several problems. They undermine their management team’s authority. They train stakeholders to expect CEO involvement in matters that don’t warrant it. And critically, when they do need to speak on something profound, their voice carries less weight because it’s become background noise.
CEOs who comment on every minor operational issue, every routine match result, or every small administrative decision create several problems.
The CEO who speaks constantly about trivial matters while remaining silent on fundamental issues sends the worst possible message.
What effective CEO communication looks like
So, what does strategic leadership communication look like in practice?
1. Choose moments carefully.
Before the CEO speaks, the question should be: does this require leadership-level authority? Does it concern fundamental values or strategic direction? Does it demand personal accountability? If not, others should handle it.
2. Reserve the leader’s voice for what matters.
Leadership communications should focus on organisational vision, culture-defining moments, and situations requiring leadership accountability. This preserves the weight and credibility of their voice.
3. Empower the team.
Organisations should trust their management team and communications professionals to handle what they’re equipped to handle. Silence on routine matters isn’t absence, it’s appropriate delegation.
4. Keep it clear when CEOs do speak.
Sport governance is complex, but leadership communication about profound issues doesn’t have to be. Focus on principles and outcomes, not regulatory detail.
5. Be genuine about priorities.
When leaders speak on significant issues, people need to see authentic commitment to values that matter. Genuine passion for what’s truly important will transfer to communications and audiences.
6. Acknowledge complexity.
Recognising different viewpoints doesn’t weaken a CEO’s position on fundamental matters, it strengthens it. Leaders who dismiss concerns build less credibility than those who acknowledge them directly.
7. Use channels strategically.
Written statements establish formal positions. Video adds personal dimension. Town halls create dialogue. Social media enables direct engagement. Match the channel to the significance of the message.
8. Invest in capability.
Knowing when and how to communicate effectively is a skill that requires coaching, training, and development.
Getting the balance right
In the current landscape, the federation leader who doesn’t communicate strategically – whether by speaking too much or too little – isn’t just missing an opportunity. They’re failing in a fundamental leadership responsibility.
The solution isn’t a blanket recommendation to “communicate more” or “be more visible.” It depends on the leader and the situation. What’s universal is the need for judgment: knowing when the CEO’s voice specifically adds value, when it’s required for accountability, and when letting others speak is the stronger choice.
The leader’s voice, used strategically, sets the tone for organisational culture and shapes whether the federation maintains the trust required to fulfil its mission. Make sure it’s heard when it needs to be, and what’s said is worth listening to.
About Leidar
Leidar is a global communication consultancy that helps clients set their course, navigate and communicate effectively. This is Leadership Navigation.
Charlotte Lepesqueux
Consultant based in Geneva
Her previous experience at leading global cruise line, MSC Cruises, shaped her passion for bringing communication strategies to life.