Why Communications Belongs at the Strategy Table—Not the End of the Email Chain

If you’ve ever worked in or around a marketing and communications department, you know how the requests come in. Can you make this flyer? Can you send out a press release? Can you schedule this on social? You check the box, move the project along, and hope that, somewhere along the way, it makes a difference.

But here’s the hard truth: If communications is only there to fulfill requests, your organization is missing out. Big time.

Communications isn’t just a service. It’s a driver.

At Our York Media, we work with organizations of all sizes—nonprofits, manufacturers, schools, and more. The ones who get the most out of their communications team are the ones who invite us to the strategy table from day one. They see communications as a partner in defining goals, setting direction, and measuring progress.

When communications is looped in early, you’re not just telling stories about what’s already happened. You’re shaping what comes next.

Here’s why communications needs a seat at the table:

1. Messaging shapes decisions. The way you talk about your work can influence how people understand your mission, value, and priorities. If messaging is an afterthought, you lose the chance to align your team and audience around a clear purpose.

2. Storytelling builds momentum. Sharing progress, celebrating wins, and addressing challenges keeps people engaged—both inside and outside your organization. But you can’t tell a great story if you’re only handed the scraps at the end.

3. Communications closes the loop. Marketing is how you gather feedback, measure results, and understand what’s working. If you wait until everything is “done” before sharing, you lose the opportunity to learn and adjust as you go.

How to shift from order-taker to strategy partner

If you’re in marketing or communications, or you’re leading a team, here are a few steps to help change the way you work:

1. Speak up early and often. Don’t wait for someone to tell you what needs to be promoted. Sit in on planning meetings. Ask about goals and challenges. If you know what the organization is trying to achieve, you can offer ideas—not just tactics.

2. Show your work. Track what’s working and what’s not. Share the results with leadership. When you can point to data—whether it’s engagement, reach, or real-world outcomes—you build trust and earn a bigger role.

3. Be curious. Ask questions that go beyond, “What do you want us to post?” Try, “What does success look like for this initiative?” or “What are you worried about?” You’ll uncover bigger opportunities to contribute.

4. Build relationships. Great communication is rooted in trust. Invest time in understanding your colleagues’ work, their pain points, and their wins. The more people see you as a collaborator, the more likely they are to bring you in early.

5. Advocate for your seat. Sometimes, you need to push for an invitation. Don’t be afraid to say, “I think communications can help shape this strategy. Can I join the next planning meeting?” Remind leadership that storytelling, messaging, and outreach are not just boxes to check—they’re essential to achieving your mission.

The payoff: real results, not just checked boxes

When communications and marketing are treated as strategic partners, good things happen. Messages become clearer. Teams feel more connected. Your audience doesn’t just know what you do—they know why it matters.

I’ve seen this work, time and again, with our clients. When you give communications a seat at the table, you don’t just get better flyers and press releases. You get momentum. You get results.

If you want to talk more about how to make this shift in your organization or share what’s worked for you, send me a note. We’re always up for a good conversation.