For many employers operating with leaner budgets, there’s a fine balance to be struck between maintaining high-level communications with stakeholders and increasing budgets to recruit the best strategic comms leaders. Trade associations, charities and membership bodies are increasingly finding themselves navigating complex policy environments with fewer people, tighter budgets and rising expectations from members, regulators and the public.

In these lean businesses, the most valuable communications hire is no longer the pure strategist or the pure operator. It is the strategic doer, a senior professional who can think ahead, plan effectively and then roll up their sleeves to deliver. For mission-driven firms where every headcount decision matters, the ability to recruit these hybrid leaders is becoming a critical competitive advantage.

Why strategic doers are becoming essential in lean organisations

Lean teams must cover more ground than ever

The demand and pressure on strategic communications teams is growing substantially. Political and regulatory activity is accelerating, policy cycles are faster, scrutiny is more intense, and AI, ESG and data expectations are reshaping the work they are required to do. That means individuals are required to have a multitude of skills they may never have had before. Indeed, according to our recent Strategic Communications report, two-thirds of professionals now say suitable candidates are in short supply as the complexity of their work increases. The reality is, most businesses want a strategic doer, and these are far more difficult to identify than the traditional strategist or the go-to delivery expert.

Senior professionals are expected to be visible and operational

Delivery capability is now one of the most in-demand skills across strategic communications. Businesses do not just want senior leaders who can set direction. They want leaders who can evidence results, especially in environments where many stakeholders expect transparency around impact. This is especially true in trade associations and charities, where members and trustees want to see clear value from communications activity.

What makes a strong strategic doer

It’s clear that a strategic doer is the ideal professional for employers at the moment, but the core question is, what does their profile look like? We know from our work with employers across a range of sectors that a strong strategic doer must combine high-level strategic capability with the ability to deliver meaningful outcomes in fast-moving environments. At the strategic level, they can anticipate policy developments, regulatory risks and political shifts, and they know how to translate these external forces into clear communication priorities for their company. They provide board-level advice grounded in evidence and insight, and they can develop long-term influence strategies that align with business goals while remaining flexible enough to respond to emerging pressures.

Alongside this, they bring proven delivery capability. Strategic doers do not simply set direction. They take ownership of delivering it. They can design and execute campaigns, manage complex workloads, and produce timely and credible written outputs, whether that involves drafting briefings, consultation responses or rapid analysis during intense political cycles. They are confident in managing a wide range of stakeholders, including government departments, regulators, members, and internal leaders, and are at ease navigating the often-complex governance structures that characterise trade associations and charities.

Technical and emerging skills are also becoming increasingly important. The strongest strategic doers are digitally aware, comfortable using or overseeing AI tools, and able to draw meaningful insights from data. ESG knowledge is another growing requirement, as issues such as sustainability, responsible lobbying and wider business accountability shape policy agendas across sectors. These technical capabilities complement the traditional strengths of strategic communications professionals, allowing strategic doers to operate effectively at the intersection of political, regulatory and organisational priorities.

Finally, the behavioural qualities they bring are just as critical as their technical or strategic skills. Strategic doers are adaptable and resilient, able to work productively in small, stretched teams and respond constructively to constant change. They demonstrate emotional intelligence in every aspect of their work, whether engaging with senior stakeholders, supporting colleagues, or representing the company externally. Above all, they combine ambition with pragmatism, ensuring that strategy is not merely conceptual but is translated into visible, tangible outcomes that strengthen credibility and deliver value for their business.

Challenges employers face when hiring strategic doers

While strategic doers are in demand, recruitment across strategic communication remains challenging. Our research shows that employers are struggling to find suitable candidates, losing individuals late in the process to counteroffers, and finding it difficult to run recruitment processes effectively while managing day-to-day responsibilities. For trade associations and charities, where HR teams are often minimal, these constraints can significantly slow hiring at a time when talent is highly mobile.

How we help employers recruit strategic doers

Precise role scoping

We work with firms to define hybrid roles clearly, ensuring candidates understand the balance between strategy and delivery. Many hiring frustrations stem from poorly scoped roles, so this clarity is essential.

Access to passive candidates

Senior strategic communications professionals are often not active on the job market. We maintain ongoing relationships with high-calibre passive candidates who may be open to the right opportunity.

Recruitment tailored to not-for-profit environments

We help businesses articulate the elements that candidates value most, including culture, flexibility, long-term stability and development opportunities

Identifying genuine strategic doers

We assess candidates for evidence of both strategic judgement and practical delivery. This includes experience in small or overstretched teams, comfort operating without large support functions and strong political and regulatory literacy.

Managing the hiring process from end to end

We ensure streamlined, well-communicated processes that protect the employer brand and reduce the risk of losing strong candidates.

Find your strategic doer

Trade associations, charities and membership bodies need leaders who can design a strategy and deliver it. Market data shows that these hybrid professionals are in high demand and short supply. They are also the ones most likely to deliver value in small, mission-driven environments.

Businesses that modernise their approach to hiring, define hybrid expectations clearly, and partner with recruitment specialists who understand this niche will be best placed to secure talent that can think, influence and deliver.