How to create a communications strategy that outlives leadership changes

In healthcare, leadership changes are inevitable, especially as we move through the three shifts. Chief Execs move on, Communications Directors step up, and Boards restructure. But what shouldn’t change every time someone new takes the helm is your communications strategy. As someone who’s spent years navigating NHS Trusts, ICBs, and healthcare charities, I’ve seen too many organisations lose momentum simply because their communications were built around personalities, not purpose.

A communications strategy that outlives leadership change is one that’s built on clarity, consistency, and culture, not charisma.

Build a communications strategy on purpose, not people

The first step in creating a communications strategy that stands the test of time is defining its why. When strategies are written in response to an individual leader’s vision or tone of voice, they’re destined to unravel the moment that person leaves.

I always start with questions like:

• What is the organisation’s purpose?

• Who are we here to serve?

• What promises do we make to our audiences?

Once those foundations are clear, your communications framework can remain stable even when leadership changes direction. Leadership should influence how a message is delivered, not redefine what your organisation stands for.

Anchor the strategy in organisational values

Values are the glue that holds a communications strategy together during change. They’re the bridge between leadership vision and staff behaviour.

When I worked on a healthcare rebrand, the leadership team wanted the new identity to be “innovative.” But when we spoke to nurses, porters, and volunteers, they all described the hospital as “kind, compassionate, and dependable.” Those qualities became the foundation of the strategy and they’ve endured multiple CEOs since.

Your communications strategy should reflect organisational values that belong to everyone, not just leadership. That means creating messages, tone, and visuals that feel authentic from the ward to the boardroom.

Document everything - then make it accessible

I’ve seen excellent communications strategies fall apart simply because no one could find them. Or worse because they lived in a folder owned by one person who left.

Your communications strategy should be a living, breathing document that sits at the heart of your organisation’s digital infrastructure, not hidden away on a personal drive.

Here’s what I recommend including in every version-controlled strategy document:

• The purpose and vision of communications

• Core audiences and engagement priorities

• Brand tone and visual identity principles

• Crisis communications framework

• Internal communications approach

• Measurable objectives and reporting templates

When people across the organisation can access and understand the strategy, they’ll help keep it alive long after leadership moves on.

Create a shared narrative, not a new one

Every new leader wants to make their mark. But the best leaders understand that evolution beats revolution when it comes to communications.

As communications professionals, it’s our role to help new leaders see how their vision can align with, not replace, the existing organisational story.

When I onboard a new CEO or Medical Director, I start by walking them through the organisation’s narrative, its tone, its milestones, its impact stories. Then I ask how their personal priorities can build on that story rather than rewrite it.

A strong organisational narrative acts as a north star, ensuring that every leadership change adds a new chapter, not a new book.

Empower teams, not just titles

If your communications strategy relies on one person to deliver it, it’s already fragile. Sustainable strategies are owned collectively, not hierarchically.

When I work with healthcare organisations, I often introduce what I call “distributed ownership.” That means creating champions in every department who understand the core messaging and can translate it into their own context — whether that’s patient engagement, staff wellbeing, or research communications.

This approach creates resilience. Even if the Head of Communications or Chief Executive leaves, the strategy still has advocates who know how to keep it moving forward.

Build measurable systems, not personal opinions

Another reason strategies collapse during leadership changes is because success was defined subjectively. If your metrics are based on what one leader “likes”, whether that’s media coverage or staff newsletters, then a new leader will likely redefine success differently.

Instead, set measurable outcomes that align with organisational objectives:

• Audience awareness and engagement levels

• Internal staff sentiment scores

• Brand trust and reputation tracking

• Campaign reach and ROI

Data doesn’t change when leadership does and that’s exactly why it anchors a strategy.

Plan for succession

Finally, the best communications strategies build succession into their DNA. That means clear governance, training, and onboarding processes that ensure continuity.

Every leadership change should trigger a structured communications transition plan, including:

• A briefing pack on key audiences, channels, and media relationships

• An induction on brand guidelines and tone of voice

• A handover of live campaigns and metrics

When communications transitions are planned as part of leadership succession, you protect the integrity of both the brand and the message.

Conclusion: Build legacy, not dependency

Leadership changes will always test an organisation’s resilience but they don’t have to derail its communications.

The most sustainable strategies are those that capture the essence of the organisation, align with its purpose, and empower people at every level to tell its story.

In short: build a strategy that belongs to the organisation, not to the leader. That’s how you create communications that outlive any leadership change and ensure that the brand voice remains consistent, trusted, and credible no matter who’s in charge.

About the author

Michael O’Connor is a partner at Grey Sergeant, specialising in PR, communications, and engagement across the healthcare and non-profit sectors. Through his consultancy Grey Sergeant, he helps healthcare organisations define their brand, strengthen their reputation, and communicate with clarity. For more information, contact michael.oconnor@greysergeant.com