A review of the Front Office Sports article "College Athletic Departments Are Wooing Recruits With Content Studios" (January 31, 2026)

After reading this FrontOfficeSports article by Ellyn Briggs, "College Athletic Departments Are Wooing Recruits With Content Studios," I felt compelled to provide my analysis for my blog readers.   

Why College Athletic Departments Are Becoming Content Studios — And What It Means for Athletic Communicators

In 2026, college athletic departments aren’t just posting schedules and scores on social media — they’re running full-blown in-house creative studios with specialized teams, serious budgets, and professional-level output. That’s the trend outlined in a recent Front Office Sports piece on how schools are using digital content to compete for recruits, fans, sponsors, and overall visibility.

The Shift: From SID to Strategic Creative Hub

Traditionally, sports information offices handled media guides, press releases, and basic social media posts. Today, departments like USC and Florida have built creative teams numbering around 20 full-time staff plus interns — complete with photographers, videographers, editors, graphic designers, and analytics specialists. These teams operate much like corporate content studios, producing everything from hype videos to day-in-the-life athlete features.

This evolution has been accelerated by Name, Image, and Likeness (NIL) policy changes that make digital presence a recruiting tool. Instead of an afterthought, digital storytelling is now a strategic priority tied to performance goals:

• Recruiting and retaining top talent

• Engaging fans and donors

• Attracting sponsorship dollars

• Raising the athletic brand’s profile

In fact, teams are posting thousands of pieces of content annually — from memes to long-form videos — and even small programs are expanding output and personnel to stay competitive.

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What This Means for You?

If you’re involved in athletic communications or seeking a career in this space, here’s what this trend means for you:

🎯 1. Demand for Multifaceted Digital Skills Is Rising

Departments are increasingly looking for communicators who can shoot, edit, write, publish, and analyze content independently. In the past, such a skill set was rare; now it’s becoming expected.
Action for job seekers: Build a portfolio that highlights your end-to-end content capabilities, not just traditional SID tasks.

📈 2. Athletic Communications Has Become Strategic

Content teams are no longer support functions — they’re key drivers of recruiting and branding strategy. Understanding how content impacts goals like athlete recruitment and sponsor exposure positions you as a strategic communicator, not just a content producer.

🤝 3. Internships and Early Experience Matter More Than Ever

With teams staffed by a blend of professionals and interns, intern experience — especially in content creation — is hugely valuable. Many departments now treat social content production as a 24/7 operation, meaning real-world skills are critical.
Action for students: Seek out internships that give you hands-on exposure to social strategy, video production, and analytics.

💡 4. Understand the Bigger Picture

If you want to land a job in athletic communications, your story needs to match departmental goals. Demonstrate that you understand content’s role in recruiting, fan engagement, sponsorship visibility, and brand building — not just posting frequency.

Let Your Portfolio Speak (January 31, 2026)

Beyond the Resume: Letting Your Work Speak for Itself

In my journey through athletic communications, I’ve learned that a resume tells a hiring manager what you’ve done, but a portfolio shows them what you can do.

When I interviewed for my current role as Assistant Athletic Director for Sports Communications at Spartanburg Methodist College, I didn't just show up with a resume; I presented a PowerPoint that summarized my vision and qualifications. Previously, when interviewing at the College of Idaho, I went a step further and created a dedicated Pinterest page to showcase my graphic design samples.

In the past, we carried physical binders of media guides and press releases. Today, the "Digital Portfolio" is the new standard. As I talk to more colleagues in the field, it is clear: a curated portfolio is no longer optional—it’s a trend that is here to stay.

Why Your Portfolio is Your Strongest Differentiator

A well-constructed portfolio provides immediate proof of four critical areas:

1. Writing Ability: Can you move from a standard game recap to a compelling feature story?

2. Attention to Detail: Is your formatting consistent? Are there typos?

3. Visual Presentation: How do you handle layout, branding, and white space?

4. Industry Understanding: Do you understand the specific needs of a modern SID?

What to Include

You don’t need to include every tweet you’ve ever sent. Instead, curate a selection that shows your range:

• Game Recaps: Show that you can handle the "bread and butter" of the job.

• Feature Stories: Demonstrate your ability to tell the human side of sports.

• Social Graphics: Prove you can engage a modern audience visually.

• Stat Packages: Show technical proficiency in StatCrew, Genius, or NCAA Live Stats.

• Special Projects: Include media guides, digital programs, or video scripts.

Presentation is Everything

Hiring managers are busy. If your portfolio is a cluttered folder of random PDFs, they will move on.

• Organize Clearly: Group by category (e.g., "Writing," "Design," "Video").

• Label Everything: Don't make them guess what they are looking at.

• Provide Context: A short sentence like "Created this graphic on a 20-minute deadline during a tournament" tells a story of efficiency.

• Quality Over Quantity: Showcase three "Grand Slams" rather than ten "Base Hits."

The bottom line: A thoughtful portfolio communicates professionalism before you ever open your mouth in an interview. It shows how you think, not just what you’ve done.

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Reflection: If a hiring manager reviewed your portfolio today, would it reflect your absolute best work, or is it time for a digital "spring cleaning"?

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Footnote: If you need help structuring your digital portfolio or aren't sure which platform to use, I am open to working with you. There are also many experts within the College Sports Communicators (CSC) Career Services Committee who can provide feedback to ensure your work stands out.

Building a Resume That Reflects Real SID Work (January 30, 2026)

To expand this post, we’ll lean into the concept of "The Resume Evolution." We’ll move from the "what" (tasks) to the "how" (impact) and the "why" (value). This version adds more context for the reader and provides a clear framework for auditing their current resume.

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Moving Beyond the Checklist: How to Build a Resume That Wins

Drawing from my dual perspective as a long-time professional in athletic communications and a persistent student of modern hiring trends, I’ve seen thousands of resumes. The biggest mistake most candidates make—from entry-level interns to seasoned SIDs—is treating their resume like a job description rather than a highlight reel.

The following framework isn't a "magic bullet," but it is a proven method to help you stand out in a crowded inbox, whether you’re looking to break into the industry or move up to a Director role.

1. Show Contribution, Not Just Participation

In a stack of 100 applications, almost everyone has "managed social media" or "written press releases." To a hiring manager, these are just tasks. Strong resumes, however, focus on impact.

When you list a bullet point, ask yourself: What was the result of this action?

• The Basic Task: “Assisted with game operations.”

• The Impactful Contribution: “Managed live statistics and postgame distribution for six home events, ensuring 100% on-time delivery to media outlets and conference offices.”

By shifting the focus, you aren't just saying you were there; you’re saying you were essential.

2. The Power of Specificity

Specificity builds confidence in the hiring manager's mind. They need to be able to "place" you in their department. To do this, your resume needs to address three key areas:

• Scale of Work: Did you manage one sport or 15? Was the crowd 50 people or 50,000?

• Volume of Events: Quantify your hustle. Mentioning "40+ home events per season" speaks to your stamina and organizational skills.

• Technical Stack: Don't just list "Computer Skills." Explicitly mention industry-standard tools like StatCrew/Genius Sports, SIDEARM/Presto Sports, Adobe Creative Cloud, and specific social media management platforms.

3. The "Hiring Manager" Lens

Your resume should be a mirror of the job description. If a department is looking for a "storyteller," your resume shouldn't just talk about stats; it should mention features written, engagement rates on long-form content, or video scripts produced.

Make it easy for them to hire you. If they can't see your value within 10 seconds of scanning, you’ve lost the lead.

What Hiring Managers Actually Want: Lessons from 20+ Years in College Sports (January 29, 2026)

Since 2001, I have served on the College Sports Communicators (CSC) Career Services Committee. Over two decades of reviewing job postings and announcements has given me a front-row seat to how the industry evaluates talent.

While the tools of the trade have changed, the core of what makes a candidate successful has remained remarkably consistent. I’ve condensed my observations into the "fundamentals" that hiring managers prioritize today.

It’s Not Just About Technical Skills

In our industry, technical proficiency in writing, statistics, graphic design, and social media is the baseline—it gets you in the room. However, the final hiring decision is almost always driven by "The Big Four" fundamentals:

• Reliability: Will you show up prepared, every single game day?

• Communication: Can you bridge the gap between coaches, student-athletes, and the media professionally?

• Coachability: Are you willing to take feedback and grow with the department?

• Adaptability: Can you pivot when a kickoff time changes or a crisis emerges?

The Mindset Advantage

Departments aren't just looking for someone who can run a StatCrew board; they are looking for a teammate. They often ask themselves:

• Can this person handle high-stakes pressure?

• Will they take genuine ownership of their work?

Experience is vital, but mindset is the tiebreaker. Candidates who demonstrate maturity, curiosity, and consistency frequently outpace those who rely solely on a "flashy" portfolio.

Advice for Early-Career Professionals

If you are just starting out, don't worry if your resume isn't multiple pages long yet. Instead, lean heavily into:

1. A Willingness to Learn: Be the person who asks "how" and "why."

2. Clear Communication: Be proactive, not reactive.

3. Dependability: Become the person your SID never has to double-check.

These qualities translate immediately to any department, regardless of the division or sport.

Getting Clear on Your Target Role (January 28, 2026)

You Cannot Hit a Target You Haven’t Defined

Many candidates struggle because they cannot clearly articulate what role they want.

"Anything in sports" is not a strategy.

Athletic communications positions vary widely by:

• Division level

• Sport assignments

• Travel expectations

• Administrative responsibilities

Before applying, get specific.

Ask yourself:

• Am I targeting GA, Intern, Assistant, Coordinator, Director, Assistant/Associate AD roles?

• What environments help me grow?

Clarity improves everything:

• Your resume becomes sharper

• Your cover letters become focused

• Your networking becomes purposeful

Hiring managers can sense direction.

Candidates who know what they are pursuing stand out immediately.

Thank You (January 27, 2026 - 12:30 PM EST)

Appreciate everyone who’s taken time to check out my earlier post — thank you.

It’s been great seeing the engagement and hearing different perspectives on athletic communications job searches.

If you’re currently in the middle of a search, you’re not alone. Feel free to share what’s been challenging or what’s helped you so far — I’d love to keep learning from each other.

For anyone who missed it, here’s the full article:
https://sidassistant.blogspot.com/2026/01/why-most-sid-job-searches-stall-january.html

Let’s keep the conversation going.

Why Most SID Job Searches Stall (January 27, 2026)

For the next series of blog posts, it is geared to help job seekers in athletic communications navigate the hiring process with clarity, confidence, and professionalism—while establishing you as a trusted guide who understands both SID work and hiring realities.

Time Out (January 24, 2026)

I want to take a moment to thank you for following my blog. Your engagement, reflections, and support mean a great deal.

Due to the weather impacting South Carolina, I will be taking a short break to focus on preparing and protecting myself and my family. Safety comes first, and I appreciate your understanding as I step back briefly.

I will continue soon and resume posting soon, and I look forward to sharing more posts with you. In the meantime, take care and stay safe.

Dear Younger Self (January 23, 2026)

After writing yesterday's blog post, I realized that I needed to turn it as a way to educate those at a different stage in their athletic communications career. Early on, we often mistake deliberation for diligence, but through the mentorship of many veteran athletic communications professionals I have learned that speed is a form of service. Here are some of those early-career lessons correlate to the philosophy of avoiding indecision.

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1. The "Post-Game Panic" vs. The Default Standard

The Lesson: Early in your career, you likely spent 20 minutes agonizing over a headline after a tough loss, worried about the "vibe" of the quote.

• The Correlation: That was your first encounter with Decision Fatigue. You were treating a routine result as a brand crisis.

• The Growth: You eventually learned that a "Score-First, Context-Second" standard saved your sanity. Decisiveness in the small moments (like getting the final score out in under 60 seconds) is what builds the bandwidth to handle the actual post-game fires.

2. The Myth of the "Perfect" Press Release

The Lesson: Remember staying until 2:00 AM to tweak a mid-week preview that only 100 people were going to read? You were waiting for a "feeling" of completeness that never came.

• The Correlation: This was Fear of Being Wrong disguised as "attention to detail."

• The Growth: You realized that an 85% perfect release sent at 5:00 PM is infinitely more valuable than a 100% perfect release sent at midnight. You learned that forward motion is the only way to clear your desk.

3. Handling the "Coach's Request"

The Lesson: Early on, when a coach asked for something outside the scope of your resources, you likely said, "Let me see what I can do," even when you knew the answer was no.

• The Correlation: You were avoiding the Social Friction of a decision. By not deciding "No" immediately, you carried the weight of that "Maybe" for three days, draining your energy every time you saw that coach in the hallway.

• The Growth: You learned that a clear, respectful "No" or "Not right now" provides immediate Closure and Momentum for both you and the coach.

4. The "Press Box" Credibility Test

The Lesson: You likely remember a moment where a crisis hit—a power outage, a statistical error, or a medical emergency—and everyone in the press box turned to look at you.

• The Correlation: Indecision Sends a Signal. In those moments, if you looked paralyzed, the room panicked. If you made a choice—even just to move everyone to a different room—the room settled.

• The Growth: You discovered that leadership in SID work isn't about having the right answer; it's about having the courage to choose a direction when the information is incomplete.

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Why This Matters for the "Next Generation"

As I mentor young professionals today, I can see them making these same mistakes. They are "polishing the brass on a sinking ship" because they are afraid to make a final call.

The ultimate life lesson of the SID office: The work doesn't drain you; it’s the unmade decisions about the work that do. The "Open Loops" from 9:00 AM are what make you feel exhausted at 9:00 PM.

Building Your Default Standards: A Guide to Faster Decision-Making for Athletic Communicators (January 22, 2026)

In the high-velocity world of athletic communications, the "waiting game" is often the most exhausting part of the job. For those in athletic communications as well as those on the creative side, the mental overhead of an unresolved task—like an unposted graphic, a pending quote approval, or an unaddressed media request—occupies the same "RAM" in your brain as the actual work itself.

Here is an expansion on how these principles apply specifically to the unique pressures of athletic departments.

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1. The "Open Loop" Tax in Athletics

In communications, every decision deferred creates an Open Loop. Because sports move in real-time, an open loop doesn’t just sit there; it rots.

• The Scenario: You’re hesitant to post a score graphic because the stats are unofficial.

• The Cost of Indecision: Instead of moving to the next task, you check the live stats ten times, monitor social media comments asking for the score, and feel a low-grade anxiety.

• The Decisive Move: Post with a "Preliminary" disclaimer or a "Stats to follow" note. The loop closes, and your brain moves to the next play.

2. The Trap of the "Perfect" Statement

SIDs often suffer from "Wordsmithing Paralysis." We wait for three different administrators to chime in on a quote, or we rewrite a press release five times to avoid a hypothetical critique.

• The Reality: In a 24-hour news cycle, utility beats perfection. * The Shift: Focus on the Foundational Comfort that your expertise is enough. If the facts are accurate and the tone is professional, the marginal gain of "perfecting" a sentence is rarely worth the mental drain of the delay.

3. Creating "If/Then" Protocols

To preserve your bandwidth for true crises, you must automate the mundane. Decision fatigue is highest when you have to treat a routine Tuesday like a championship Saturday.

• Standardize the Small Stuff: * If a game is delayed by rain, then we post the standard "Weather Update" graphic immediately—no discussion needed.

  • If a student-athlete is unavailable for a mid-week interview, then we offer the coach as the default alternative.

• The Result: You save your "decision points" for the unexpected issues that actually require your unique intuition.

4. Decisiveness as a Relationship Builder

Your coaching staffs and student-athletes are also under high stress. When a Sports Information Director is indecisive, it trickles down.

• Trust through Clarity: If a coach asks if they should do a certain podcast, a "Maybe, let me think about it" forces them to keep it on their calendar of worries. A "Yes, and here is why" or a "No, it doesn't fit our goals" allows them to move on.

• Leadership Presence: Decisiveness signals that the communications office is a rudder, not just a passenger.

Decision Fatigue and the Cost of Indecision (January 21, 2026)

Why Avoiding Decisions Drains Leaders Faster Than Making Them

Athletic communications demands constant decision-making.

What gets posted. What waits. What is said publicly. What stays internal. What standard applies in imperfect circumstances.

Over time, the volume of decisions creates fatigue.

Many SIDs respond by delaying choices, hoping clarity will arrive on its own.

That delay often creates a larger cost than the decision itself.

Decision Fatigue Is Real—but Indecision Is More Expensive

Decision fatigue occurs when mental energy is depleted.

Indecision compounds that fatigue.

When decisions are postponed:

• Issues linger mentally

• Pressure accumulates

• Confidence erodes

Instead of resolving stress, indecision multiplies it.

Foundational Comfort allows leaders to recognize that forward motion is often less costly than waiting.

Why Indecision Feels Safer

Indecision often disguises itself as caution.

Waiting feels responsible.

In reality, it is frequently driven by:

• Fear of being wrong

• Desire for approval

• Discomfort with incomplete information

Athletics rarely provides perfect clarity.

Leaders who wait for certainty exhaust themselves.

Decisions Create Relief

A completed decision—even a difficult one—reduces cognitive load.

It creates:

• Direction

• Closure

• Momentum

SIDs with Foundational Comfort understand that most decisions are adjustable.

Very few are irreversible.

The Power of Default Standards

One way to combat decision fatigue is through standards.

Clear defaults reduce friction:

• Posting guidelines

• Approval thresholds

• Crisis protocols

When standards are established ahead of time, fewer decisions require emotional energy.

Preparation protects bandwidth.

Small Decisions Matter Most

Indecision is most damaging in small moments.

Minor choices delayed repeatedly drain more energy than major decisions made decisively.

Strong SIDs:

• Decide quickly on low-risk matters

• Preserve energy for high-impact decisions

This discipline keeps leaders sharp when stakes rise.

Indecision Sends a Signal

Whether intended or not, indecision communicates.

It can signal:

• Uncertainty

• Lack of confidence

• Absence of direction

Conversely, thoughtful decisiveness builds trust.

People follow leaders who move.

Question

Decision fatigue is unavoidable.

Indecision is optional.

Ask yourself:

• Which decision am I avoiding right now?

• What is the cost of waiting?

• What standard can help me decide faster next time?

Foundational Comfort does not require perfect outcomes.

It requires the courage to choose.

Leading Without the Title (January 20, 2026)

Influence, Credibility, and Leadership Beyond Position

In athletic communications, leadership is often misunderstood as positional.

Titles matter. Organizational charts matter. Authority matters.

But some of the most influential SIDs lead long before they are formally recognized as leaders.

That influence is built without a title.

Leadership Shows Up Before Promotion

Many SIDs wait for permission to lead.

They assume leadership begins when a role changes or a title is added.

In reality, leadership is demonstrated daily through:

• Decision-making consistency

• Communication discipline

• Accountability to standards

Foundational Comfort allows professionals to lead where they stand—without waiting to be named.

Influence Is Earned Through Reliability

People follow those they trust.

Trust is built through repetition:

• Doing the work correctly

• Meeting deadlines consistently

• Communicating clearly under pressure

SIDs who lead without titles do not seek visibility.

They provide stability.

Over time, others begin to rely on them—not because of authority, but because of dependability.

Owning the Space You Control

Leading without a title does not mean overstepping.

It means fully owning what is within your control:

• Your preparation

• Your tone

• Your standards

This ownership creates presence.

When uncertainty arises, people look to those who appear steady.

That steadiness is leadership.

Respect Is Built, Not Requested

SIDs who rely on titles for influence often struggle when pressure arrives.

Those who rely on credibility endure.

Credibility comes from:

• Consistency over time

• Calm in difficult moments

• Sound judgment when stakes are high

Foundational Comfort gives leaders confidence to act without needing validation.

Respect follows behavior—not position.

Leading Up, Across, and Down

Leadership without a title requires awareness.

Effective SIDs:

• Lead up through clarity and preparation

• Lead across through collaboration

• Lead down through example

They understand that leadership flows in all directions.

Influence is not limited to reporting lines.

When Leadership Goes Unnoticed

Leading without a title is not always recognized immediately.

That can be frustrating.

Foundational Comfort allows professionals to continue showing up with discipline—even when credit is delayed.

Recognition may come later.

Character is built now.

Question

Leadership is not something you wait for.

It is something you practice.

Ask yourself:

• Where can I demonstrate steadiness without being asked?

• What standard can I model consistently?

• How can I lead through preparation instead of authority?

Foundational Comfort does not depend on a title.

It depends on who you are when pressure arrives.

When Restraint Is Leadership: An MLK Day Reflection (January 19, 2026)

As we observe Martin Luther King Jr. Day, it is worth remembering that leadership is not measured by how quickly we respond—but by how thoughtfully we do.

Dr. King demonstrated that restraint can be as powerful as rhetoric. His leadership was marked not only by words, but by discipline, timing, and purpose. Silence, when intentional, allowed clarity to emerge and action to align with principle.

In professions built on communication, this lesson remains relevant. Not every moment requires commentary. Not every reaction deserves amplification. Sometimes, leadership is demonstrated by pausing long enough to ensure that words serve truth, unity, and progress.

Today is a reminder that composure, restraint, and conviction are not weaknesses. They are leadership skills.

Reflection: Where might intentional restraint strengthen your leadership this week?

When Silence Is the Strongest Response (January 17, 2026)

Choosing Restraint in a Profession Built on Communication

Athletic communications is a field defined by words.

Updates. Statements. Clarifications. Explanations.

Because of that, silence can feel counterintuitive—irresponsible.

But experienced SIDs learn a critical leadership lesson:

Not every moment requires a response.

Sometimes, silence is not avoidance. It is strategy.

The Pressure to Respond Immediately

Modern athletics operates in real time.

Social media accelerates reaction. Stakeholders expect instant answers. Emotions demand acknowledgment.

In that environment, silence is often misread as:

• Weakness

• Indecision

• Lack of control

Foundational Comfort allows leaders to tolerate that misinterpretation long enough to choose the right response—rather than the fastest one.

Silence Creates Space for Clarity

Immediate responses are often emotional responses.

Silence creates space:

• To gather accurate information

• To consult internal stakeholders

• To align messaging with institutional values

This pause protects credibility.

Many communication breakdowns do not come from saying too little—but from saying too much, too soon.

Knowing When Silence Is Appropriate

Silence is not always the answer.

It becomes effective when:

• Information is incomplete

• Emotions are elevated

• The situation is evolving

• A response would escalate rather than resolve

Strong SIDs learn to distinguish between necessary communication and noise-driven reaction.

Silence as Emotional Leadership

When others are reactive, silence can stabilize.

It signals:

• Control

• Confidence

• Discernment

Leaders who remain composed enough to wait demonstrate trust in their process and preparation.

Silence is often the first sign that someone understands the weight of their words.

When Silence Is Actually Communication

Silence still communicates.

It says:

• We are assessing

• We value accuracy

• We will speak when it adds value

Over time, stakeholders learn to trust this approach.

They understand that when you do speak, it matters.

The Risk of Filling Every Gap

Constant communication can dilute authority.

SIDs who feel compelled to respond to everything:

• Increase the chance of inconsistency

• Invite unnecessary debate

• Exhaust themselves emotionally

Foundational Comfort allows leaders to let moments pass without filling them.

Not every gap needs to be closed.

Question

Silence requires discipline.

Ask yourself:

• Am I responding because it is necessary—or because it is uncomfortable to wait?

• What clarity might emerge if I pause?

• Does this moment require communication, or leadership restraint?

Foundational Comfort does not mean always speaking.

Sometimes, it means knowing when not to.

Reflection: Where might silence strengthen your leadership?

Staying Grounded When Others Are Reactive (January 16, 2026)

Leading With Composure in High-Emotion Environments

Athletic communications rarely operates in calm conditions.

Wins, losses, injuries, officiating decisions, public scrutiny, and internal pressure all heighten emotion.

When tension rises, reactivity spreads quickly.

The most effective SIDs distinguish themselves not by eliminating emotion—but by refusing to be ruled by it.

That ability is a direct outcome of Foundational Comfort.

Reactivity Is Contagious

In high-pressure environments, emotional responses multiply.

One rushed request creates another.
One frustrated tone escalates the room.
One defensive response invites conflict.

SIDs often sit at the center of this emotional current.

Without grounding, it is easy to absorb urgency, mirror frustration, or respond impulsively.

Grounded leaders interrupt the cycle.

Grounded Does Not Mean Passive

Staying grounded is often misunderstood as being quiet or disengaged.

In reality, grounded SIDs:

• Listen fully

• Speak deliberately

• Act decisively

They do not rush to match energy.

They set it.

This composure signals credibility—especially when others are unsettled.

Emotional Regulation Is a Leadership Skill

Foundational Comfort allows leaders to regulate internally before responding externally.

This means:

• Pausing before replying

• Separating facts from emotion

• Choosing clarity over volume

SIDs who regulate emotion well become stabilizers in moments of chaos.

Others begin to look to them for direction—not reaction.

When Calm Feels Like Resistance

Remaining grounded can sometimes be misinterpreted.

Calm responses may be seen as:

• Indifference

• Lack of urgency

• Resistance to pressure

Foundational Comfort provides confidence to stay steady anyway.

Calm is not disengagement.

It is control.

Grounding Anchors for SIDs

Grounded SIDs rely on internal anchors, especially when others are reactive:

• Process: What is the next correct step?

• Standards: What must not be compromised?

• Clarity: What actually needs to be communicated?

These anchors reduce emotional noise and guide action.

Why Grounded Leaders Gain Influence

In emotional environments, composure becomes currency.

SIDs who remain grounded:

• De-escalate conflict

• Improve decision quality

• Protect team morale

Over time, this builds trust.

People seek out those who bring stability when stakes are high.

Question

Reactivity will always exist in athletics.

The question is whether you absorb it or stabilize it.

Ask yourself:

• What situations trigger my reactivity?

• What anchor helps me pause before responding?

• How can I set the emotional tone instead of matching it?

Foundational Comfort does not require others to calm down first.

It allows you to remain steady regardless.

Managing Up Without Losing Yourself (January 15, 2026)

Navigating Expectations While Protecting Professional Integrity

Managing up is one of the least discussed—and most critical—skills for SIDs.

Athletic communications professionals operate in environments where expectations flow from many directions:

• Coaches with immediate needs

• Administrators with long-term priorities

• External stakeholders with public-facing demands

Balancing those expectations without losing clarity, standards, or professional identity requires more than diplomacy.

It requires Foundational Comfort.

Managing Up Is Not About Pleasing Everyone

A common misconception is that managing up means saying yes.

In reality, effective managing up is about alignment, not appeasement.

SIDs who try to please everyone often:

• Dilute standards

• Create inconsistent messaging

• Burn out under competing demands

Foundational Comfort allows you to hold your ground professionally while still being collaborative.

You are not responsible for eliminating tension. You are responsible for navigating it well.

Clarity Is the First Responsibility

Managing up starts with clarity.

Clear SIDs:

• Ask precise questions

• Confirm priorities

• Restate expectations before executing

Unclear expectations create unnecessary stress and reactive behavior.

Clarifying direction early is not pushback—it is leadership.

Translating, Not Transferring, Pressure

One of the most important managing-up skills is translation.

Pressure often comes to SIDs unfiltered. Emotion, urgency, and frustration arrive together.

Strong SIDs do not transfer that pressure downward or outward.

They translate it:

• What actually needs to be done?

• What is the real timeline?

• What can realistically be delivered?

This protects staff, student-workers, and the integrity of the work.

Holding Standards Under Authority

Managing up tests internal standards.

It is easier to hold standards when pressure comes from below.

It is harder when it comes from above.

Foundational Comfort allows SIDs to say:

• “Here is what we can do responsibly.”

• “Here is the risk if we move faster.”

• “Here is the standard we need to maintain.”

This is not defiance. It is professionalism.

Leaders respect consistency—even when they challenge it.

When Managing Up Feels Personal

Managing up often feels personal because authority is involved.

Foundational Comfort helps separate:

• Authority from identity

• Feedback from self-worth

• Pressure from panic

This separation keeps communication calm and effective.

You can disagree without being disagreeable.

Why Managing Up Builds Leadership Credibility

SIDs who manage up well become trusted advisors.

They are relied upon not just for output, but for judgment.

Over time, this leads to:

• Increased autonomy

• Earlier involvement in decisions

• Greater influence across the department

Managing up is not about control.

It is about earning trust through consistency and clarity.

Question

Managing up is unavoidable.

The choice is whether it erodes or strengthens your leadership presence.

Ask yourself:

• Where am I over-adjusting to pressure instead of clarifying expectations?

• What standard am I hesitant to articulate upward?

• How can I translate urgency without transferring stress?

Foundational Comfort allows SIDs to remain grounded—regardless of who is applying pressure.

Stress as a Skill Builder (January 14, 2026)

Working in athletic communications (SID) is exceptionally stressful because it combines relentless schedules with high-stakes technical accuracy.

• The "Never-Ending" Season: Unlike coaches who focus on one sport, SIDs manage the entire calendar. When one season ends, another is already in full swing, resulting in 60–80 hour weeks with no true off-season.

• Zero Margin for Error: They are responsible for live statistics and historical records. A single data entry error can impact an athlete's career milestones or scholarship eligibility.

• Extreme "Role Creep": Modern SIDs must be journalists, graphic designers, social media managers, and crisis communicators simultaneously, often with minimal budgets or staff support.

• High Burnout/Low Pay: The "face-time" culture requires being at every event, which, when paired with relatively low industry salaries, leads to rapid emotional and physical exhaustion.

In short, it is a high-pressure "Swiss Army Knife" role where the work is visible to everyone, but the person behind it is rarely off the clock.

Resistance Is Not a Signal to Stop (January 13, 2026)

Why Pushback Often Confirms You’re Doing the Right Work

Resistance is uncomfortable.

In athletic communications, resistance can come from anywhere:

• Coaches frustrated with messaging or timing

• Administrators pushing back on priorities

• Fans reacting emotionally

• Colleagues questioning change

The natural instinct is to interpret resistance as a warning sign.

Sometimes it is.

Often, it is not.

Resistance Is a Byproduct of Change

Any meaningful improvement disrupts routine.

When SIDs raise standards, clarify processes, or introduce new approaches, resistance frequently follows—not because the work is wrong, but because it is different.

Familiar systems feel safe. Change introduces accountability.

Resistance, in this context, is not rejection. It is adjustment.

Leaders who abandon direction at the first sign of pushback rarely build anything lasting.

Why Resistance Feels Personal

Athletic communications sits at the intersection of emotion, identity, and public perception.

Pushback can feel personal because:

• The work is visible

• Timelines are compressed

• Stakes feel high

Foundational Comfort allows SIDs to separate feedback about the work from judgment about themselves.

This distinction is critical.

Without it, resistance becomes discouragement. With it, resistance becomes data.

Resistance as Information

Not all resistance should be ignored.

Strong leaders evaluate it.

Useful questions include:

• Is the resistance about clarity or control?

• Is it rooted in misunderstanding or inconvenience?

• Does it challenge the goal, or the method?

Resistance often highlights where communication needs refinement—not abandonment.

The presence of resistance means people are paying attention.

Staying Steady When Pushback Arrives

When resistance surfaces, Foundational Comfort shows up through consistency.

Steady SIDs:

• Re-explain the purpose without defensiveness

• Maintain standards without escalation

• Listen without surrendering direction

This steadiness builds credibility.

Over time, resistance often turns into respect—not because everyone agrees, but because leadership remains disciplined.

When Resistance Should Cause Reflection

Resistance is not a signal to stop.

It is a signal to check alignment.

Ask:

• Is the purpose clear?

• Are expectations communicated consistently?

• Are standards being applied fairly?

If the answers hold, forward movement remains appropriate.

Stopping at resistance teaches organizations that pushback is a veto.

Question

Leadership does not eliminate resistance.

It navigates it.

Ask yourself:

• Where am I mistaking resistance for failure?

• What part of the message needs reinforcement, not retreat?

• How can I stay steady without becoming rigid?

Foundational Comfort allows SIDs to remain grounded when pushback arrives.

Resistance is not a signal to stop.

It is often confirmation that the work matters.

Reflection: What resistance are you currently facing—and what would steady leadership look like in response?

Comfort Comes From Preparation, Not Certainty (January 12, 2026)

Image via chatgpt.com

Confidence Is Built, Not Felt (January 9, 2026)

 Why Action Comes Before Assurance for SIDs

Confidence is one of the most misunderstood concepts in professional development—especially early in an SID’s career.

Many believe confidence is something you feel before you act.

In reality, confidence is something you earn after you act.

This misunderstanding keeps capable professionals stuck, waiting for a feeling that only arrives through experience.

The Confidence Myth in Athletic Communications

In athletics communications, uncertainty is constant:

• New responsibilities

• High-visibility mistakes

• Competing expectations from coaches and administrators

• Public scrutiny with little margin for error

It is easy to assume that confident SIDs simply feel more prepared.

They do not.

They have simply acted enough times in uncomfortable situations to trust themselves.

Confidence is not a prerequisite for leadership—it is the byproduct.

Action Creates Evidence

Confidence grows when you collect evidence.

Evidence looks like:

• Handling a difficult postgame situation professionally

• Managing a crisis communication calmly

• Making a decision without full clarity and adjusting effectively

• Standing by a standard when pressure pushes back

Each action becomes proof that you can operate under stress.

Waiting for confidence delays this evidence. Acting creates it.

Why Hesitation Feels Safer (But Isn’t)

Hesitation often disguises itself as caution.

In reality, hesitation usually stems from fear:

• Fear of being wrong

• Fear of criticism

• Fear of exposure

Ironically, prolonged hesitation increases anxiety. The situation does not disappear—it lingers.

Foundational Comfort allows SIDs to move forward despite discomfort, knowing that growth requires repetition, not perfection.

Confidence Is Context-Specific

Confidence is not global. It is situational.

An SID may feel confident in game notes but uncertain in crisis communication. Comfortable with statistics but hesitant in leadership conversations.

That is normal.

The solution is not waiting—it is targeted action.

Confidence in any area is built by:

• Entering the situation

• Executing the process

• Reviewing what worked and what did not

Repeat this cycle enough times, and confidence follows.

Foundational Comfort Fuels Action

Foundational Comfort does not eliminate doubt.

It allows action in the presence of doubt.

SIDs with Foundational Comfort understand:

• Feeling unsure does not mean being unprepared

• Discomfort is not danger

• Mistakes are part of development, not disqualifiers

This mindset creates momentum.

Momentum builds confidence faster than reassurance ever could.

Question

Confidence is not something you wait for.

It is something you construct through disciplined action.

Ask yourself:

• Where am I waiting to feel ready instead of starting?

• What small action would create evidence today?

• What discomfort am I avoiding that could accelerate growth?

Foundational Comfort is not the absence of doubt.

It is the willingness to move forward anyway.

Reflection: What action will you take today that future confidence will be built upon?

Fundamentals Don’t Change When Pressure Rises (January 8, 2026)

Why Strong SIDs Double Down When It Gets Hard?

Pressure has a way of exposing habits.

In athletic communications, pressure shows up quickly:

• Tight deadlines

• Emotional losses

• Competing priorities

• Public scrutiny

When pressure rises, many professionals instinctively adjust—but not always in the right direction. Fundamentals are rushed. Checks are skipped. Standards soften in the name of urgency.

That is where leadership separates itself.

Pressure Does Not Require New Skills

One of the most common misconceptions in high-pressure environments is that difficulty requires reinvention.

It does not.

Pressure does not demand new fundamentals—it demands greater commitment to existing ones.

For SIDs, fundamentals remain constant:

• Accuracy

• Preparation

• Clear communication

• Consistent workflow

• Professional tone

These do not change because the game was a loss, the coach is frustrated, or the timeline compressed.

Pressure tests whether fundamentals were truly internalized—or merely followed when convenient.

Why Fundamentals Are Often the First to Go

Under stress, the brain looks for relief.

That relief often comes from shortcuts:

• Publishing before fully verifying

• Communicating emotionally instead of clearly

• Skipping process steps to meet perceived urgency

These shortcuts feel helpful in the moment. Long-term, they erode trust.

Foundational Comfort allows SIDs to resist that impulse. It creates enough internal steadiness to say:

We will move quickly—but not carelessly.

Fundamentals Create Predictability

In unstable environments, predictability becomes valuable.

When coaches, administrators, and colleagues know what to expect from you—regardless of circumstances—confidence builds.

Fundamentals provide that predictability:

• Deadlines are honored

• Messages are consistent

• Mistakes are owned and corrected

This consistency reduces friction, even when outcomes disappoint.

Strong SIDs are not reactive. They are reliable.

Pressure Is the Audit

Pressure moments function as an audit.

They reveal:

• Whether preparation was sufficient

• Whether standards were internalized

• Whether process is discipline or decoration

If fundamentals fall apart under pressure, the issue is rarely pressure itself. The issue is what was never fully solidified beforehand.

Foundational Comfort grows when SIDs treat pressure as feedback—not failure.

Doubling Down Is a Leadership Decision

Choosing to maintain fundamentals when pressure rises is not passive. It is a leadership decision.

It communicates:

• Stability

• Competence

• Professional maturity

It also signals to others that standards are not situational.

Leaders who relax fundamentals when it gets hard unintentionally teach teams that standards are optional.

Question

Pressure will always exist in this profession.

The differentiator is how you respond to it.

Ask yourself:

• Which fundamental am I most tempted to shortcut under pressure?

• What process step deserves more protection, not less?

• How can I reinforce consistency when urgency increases?

Foundational Comfort is not proven when things are easy.

It is proven when pressure rises—and fundamentals hold.

Reflection: When pressure increases today, which fundamental will you intentionally double down on?

Process Over Applause (January 7, 2026)

2018 #ThankYourSID week picture from Pacific University

Process Over Applause

If you walked into my office, you would see the markers of a long career: awards for dedication to students, a President’s Award from CSC, and boxes filled with championship rings, watches, and trophies.

To an outsider, these are just tokens of victory. To me, they are symbols of the grueling, rewarding process required to earn them.

In the world of athletic communications—a field often defined by long hours and "thankless" behind-the-scenes work—the annual #ThankYourSID week provides a rare moment of peer recognition. While I am grateful to have been honored since its inception, this blog exists because of the other 51 weeks of the year.

Today’s topic, "Process Over Applause," is a reflection on where we stand as a profession. It’s an exploration of the intersection between the work we do and the internal drive required to do it, even when the lights are off and the crowd has gone home.

---

SID Validation vs. Internal Standards

In athletic communications, applause is inconsistent.

Some days your work is publicly praised. Other days it is quietly consumed. And occasionally, it is only noticed when something goes wrong.

If your sense of professional worth is tied to external validation, this reality becomes exhausting.

That is why Foundational Comfort for SIDs depends on choosing process over applause.

The Validation Trap in Athletic Communications

Validation in this profession is unpredictable:

• Wins amplify praise; losses mute it

• Coaches notice output differently than administrators

• Fans react emotionally, not contextually

• Good work is often assumed, not acknowledged

When SIDs chase validation, subtle shifts occur:

• Standards bend to please the loudest voice

• Priorities change based on reaction, not purpose

• Confidence rises and falls with feedback

This creates reactive professionals instead of steady leaders.

Applause is not a reliable compass.

Process Is the Only Sustainable Anchor

Process does not fluctuate with outcomes.

Process asks:

• Was the preparation thorough?

• Were timelines respected?

• Was communication clear and accurate?

• Did the work align with institutional standards?

These questions remain valid whether the team wins or loses, whether anyone comments or not.

When SIDs commit to process, they create internal consistency in an external environment defined by inconsistency.

That consistency becomes credibility.

Internal Standards vs. External Noise

Every SID must decide:

Whose standards matter most?

External voices will always exist:

• Coaches with urgency

• Administrators with evolving priorities

• Fans with opinions

• Media with deadlines

Internal standards determine how you respond.

Foundational Comfort grows when SIDs establish non-negotiables:

• Accuracy over speed when facts matter

• Clarity over volume when information is fluid

• Professional tone regardless of pressure

Internal standards do not ignore stakeholders. They protect the integrity of the work while serving them.

Process Protects You on the Hard Days

On difficult days—when results disappoint or criticism is loud—process becomes insulation.

Instead of spiraling into self-doubt, process allows you to say:

I followed the standard. I did the work the right way.

That statement does not eliminate frustration, but it prevents erosion of confidence.

Leaders who endure long careers are not those who receive the most praise.

They are those who do not require it to remain effective.

Applause Is a Byproduct, Not the Goal

Ironically, consistent process often produces recognition—eventually.

Trust builds quietly:

• Coaches know what to expect

• Administrators rely on your judgment

• Colleagues seek your input

This trust rarely announces itself publicly, but it shows up in influence, autonomy, and opportunity.

Applause fades quickly. Credibility compounds.

Question

Process is a daily choice.

Ask yourself:

• What standard am I committed to regardless of reaction?

• Where am I adjusting my work to chase approval instead of excellence?

• What part of my process deserves more discipline?

Foundational Comfort does not come from being noticed.

It comes from knowing your work holds up—especially when no one is clapping.

Reflection: What internal standard will you protect today, even if it earns no immediate recognition?

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What Foundational Comfort Really Is (January 6, 2026)

Defining the Internal Strength SIDs Rely On When Outcomes Are Uncertain

In the field of athletic communications, uncertainty is not an occasional inconvenience—it is a permanent condition of the job.

Schedules change without notice. Coaches want answers you do not yet have. Administrators expect clarity while decisions are still evolving. External audiences judge the work immediately, often without understanding the context behind it.

This environment exposes a critical truth:

Technical skill keeps you employed. Foundational Comfort allows you to lead.

Foundational Comfort Is Not Confidence in Outcomes

Many SIDs confuse comfort with confidence in results.

Confidence in outcomes depends on things you rarely control:

• Winning or losing

• Administrative decisions

• Institutional priorities

• Public reaction

Foundational Comfort is different. It is confidence in your ability to operate effectively regardless of the outcome.

It shows up when:

• A game does not go as planned, but coverage still meets the standard

• A coach is frustrated, but communication remains professional and clear

• A decision is unpopular, but messaging stays consistent and aligned

This type of comfort does not eliminate pressure. It neutralizes panic.

Foundational Comfort Is Built on Process, Not Praise

In the field of athletic communications, feedback is inconsistent. Some weeks you receive public recognition. Other weeks you hear nothing—or only criticism.

If your sense of stability is tied to praise, you will always feel reactive.

Foundational Comfort comes from process:

• Preparing the same way regardless of opponent or stakes

• Following established workflows even when timelines shrink

• Holding communication standards when emotions are elevated

Process answers a simple but grounding question:

Did I do the work the right way?

When the answer is yes, results matter—but they do not define you.

Foundational Comfort Is the Ability to Act Without Full Information

As an athletic communications professional, we are often asked to move before everything is settled:

• Messaging without finalized decisions

• Planning coverage around tentative schedules

• Communicating change while details are still emerging

Waiting for certainty is not leadership. It is avoidance.

Foundational Comfort allows you to:

• Identify what is known

• Clarify what is unknown

• Communicate both honestly

This creates trust.

People do not need perfection. They need direction and transparency. Leaders with Foundational Comfort provide both.

Foundational Comfort Is Emotional Regulation Under Pressure

Pressure reveals habits.

Without internal grounding, pressure often leads to:

• Defensive communication

• Over-explaining

• Hesitation

• Inconsistent standards

Foundational Comfort creates steadiness.

It allows SIDs to:

• Listen fully before responding

• Maintain tone when others escalate

• Separate urgency from panic

In many athletic departments, the athletic communications person is asked to becomes the emotional stabilizer—whether formally acknowledged or not. Calm communication often sets the tone for the entire operation.

Foundational Comfort Is Earned Through Repetition

No one starts their career with this skill.

Foundational Comfort is built by:

• Managing late-night changes without cutting corners

• Owning mistakes publicly and correcting them quickly

• Making decisions with incomplete information and adjusting responsibly

• Maintaining professionalism when credit is minimal

Each repetition strengthens the internal capacity to remain steady when the environment is not.

Avoiding difficult moments delays this growth.

Why Foundational Comfort Matters for SIDs

Athletic communications professionals are evaluated not only on output, but on presence.

People notice:

• How you respond when plans fall apart

• How clearly you communicate under stress

• Whether your standards hold when pressure rises

Foundational Comfort builds credibility.

It signals reliability to coaches, administrators, student-athletes, and colleagues. Over time, that credibility becomes influence.

Reflection

Foundational Comfort is not built through theory alone. It is built through daily choices.

Ask yourself:

• What process am I committed to regardless of circumstances?

• Where am I hesitating because outcomes feel uncertain?

• What standard must remain non-negotiable, even on difficult days?

You are not evaluated on whether uncertainty exists.

You are evaluated on how effectively you operate within it.

Final Thought: What internal habit are you strengthening today to ensure your leadership remains steady when outcomes are uncertain?

Building Foundational Comfort (January 5, 2026)

The foundation of which the house my wife and I had built in 2025. 

The Architecture of No: Filtering for Essential Clarity (January 3, 2026)

To expand on your "Mental Load Audit" and continue the series on Clarity, the next logical step is moving from identification (the audit) to filtration.

Once you have a list of everything taking up mental real estate, the next challenge is the "Paradox of Choice"—where having too much information leads to paralysis.

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The Architecture of No: Filtering for Essential Clarity

In my last post, we performed a Mental Load Audit. If you followed along, you likely ended up with a list that is both illuminating and, frankly, a bit exhausting.

Seeing the sheer volume of "open tabs" in our brains is the first step toward Clarity, but it brings us to a dangerous crossroads. Often, when we see everything we’re carrying, our instinct is to try and organize it. We buy a new planner, download a new app, or color-code the chaos.

But organization is not the same as Clarity. Organization is managing the mess; Clarity is eliminating it.

The "Weight" vs. "Worth" Filter

To find true Clarity in January, we have to move from the Audit phase to the Filtration phase. We need to look at every item on that mental load list and ask two specific questions:

1. Does this carry weight? (Does it cause anxiety, friction, or physical tension?)

2. Does this have worth? (Does it move me toward the person I want to be in 2026?)

If something carries heavy weight but has low worth (e.g., a social obligation you dread or a self-imposed "should" that no longer fits), it doesn’t need to be managed. It needs to be deleted.

The Three Buckets of Clarity

As we move forward, I am categorizing my audited mental load into three buckets:

• The Non-Negotiables: These are the foundations. Budgeting, health, core work projects. These stay, but they get assigned a "home" so they stop floating in the mental ether.

• The "Not Nows": This is the hardest bucket. These are good ideas that simply don’t fit into this season of life. By deciding "not now," you give yourself permission to stop thinking about them without the guilt of quitting.

• The Garbage: The mental clutter we’ve been carrying out of habit.

Why "No" is a Creative Act

We often think of "No" as a negative or a rejection. But in the context of Clarity, No is an architectural tool. Every time you say no to a low-value mental task, you are carving out the space required for a high-value insight to land.

Clarity doesn't arrive because we've thought of everything; it arrives because we've cleared enough space for the most important thing to finally be seen.

The Clarity Challenge for today: Take your Audit list. Find three things that have high "weight" but low "worth." Cross them off. Not for today, not for this week, but for the season.

How does your breathing change when those three things are gone?

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Key themes used for this expansion:

• Actionable Advice: Moving from a passive list (the audit) to an active choice (the filter).

• Reframing: Changing the perception of "No" from a negative to a tool for building space.

• Consistency: Maintaining the "January 2026" timeline and the calm, reflective tone of your previous work.

The "Mental Load" Audit (January 2, 2026)

​In the high-stakes world of Athletic Communications (SIDs, Media Relations, and Creative Directors), the "Mental Load" isn't just about chores—it is the invisible logistics of storytelling under pressure.

Moving from a Mental Load Audit to Clarity allows you to move from "survival mode" to "strategic mode." 

Here is how this concept applies specifically to the field:

1. Defining the "SID Mental Load"

In athletic communications, your load isn't just the tasks you do (writing a recap, statting a game), it’s the anticipatory management that precedes them.

 * The Invisible Labor: Remembering which student-athlete has a sensitive family history before an interview, knowing which coach prefers text over email, or tracking the "if-then" scenarios of post-season tournament seeding.

 * The Problem: When this load is high, Clarity is the first casualty. You start "doing" without "thinking," leading to typos, missed storylines, and burnout.

2. The Audit: Making the Invisible Visible

A Mental Load Audit in this field involves listing every "internal tab" you have open. In your audit, you can categorize these to find where clarity is being leaked:

 * Logistics Load: Managing credentials, travel meal times, and bus Wi-Fi passwords.

 * Relational Load: Managing the "moods" of coaches after a loss or the expectations of demanding local media.

 * Data Load: Maintaining record books, career stats, and historical context in real-time.

3. How the Audit Creates Professional Clarity

Once you've audited these tasks, you achieve clarity in three specific ways:

A. Clarity of Role (The "Manager vs. Maker" Split)

Often, SIDs are expected to be both the strategic manager (mental load) and the creative maker (execution).

 * The Audit Result: You realize you are spending 70% of your brainpower on "logistics load" (managing others) and only 30% on "creative load" (telling the story).

 * The Fix: Use this data to advocate for someone to take over the "logistics load," freeing your mind for higher-level communication strategy.

B. Clarity of Communication

When your mental load is over capacity, your messaging becomes cluttered.

 * The Audit Result: You identify that "last-minute requests" are the biggest source of mental friction.

 * The Fix: You create a "Creative Request Form" or a "Monday Morning Sync." By systematizing the intake, you clear the mental clutter, allowing you to write with more precision and intent.

C. Clarity of Boundaries

Athletic comms is a 24/7 cycle. An audit reveals the "Always On" tax.

 * The Audit Result: You see that you are the only one who knows the password to the social accounts or the location of the backup stat laptop.

 * The Fix: Create a "Central Knowledge Base" (Notion, Wiki, or a simple Shared Doc). Moving the information out of your head and into a shared space provides organizational clarity—if you get sick, the show goes on.

As an athletic communications professional, we spend our careers providing clarity for others—clarity for the media, clarity for the fans, clarity for the coaches. But we rarely provide it for ourselves. A Mental Load Audit isn't about doing less; it’s about clearing the 'mental static' so we can do our best work.

Why “Clarity” Is My One Word for 2026 (January 1, 2026)

Every year, I spend some time thinking about what I want the next chapter to feel like—not just what I want to accomplish. This year, one word kept showing up in conversations, quiet moments, and even moments of frustration.

Clarity.

Not clarity as a buzzword. Not clarity as perfection. But clarity as alignment—knowing what matters, why it matters, and how to move forward without unnecessary noise.

Over the past year, I’ve had the opportunity to reflect deeply on my role, my craft, and my responsibility as a sports communicator. I’ve seen firsthand how clarity—or the lack of it—can shape outcomes. Clear expectations protect departments. Clear messaging builds trust. Clear systems allow people to do their best work without guesswork.

And just as important: clarity creates confidence.

When clarity is missing, we fill the gaps with assumptions. We overexplain. We react instead of respond. We mistake activity for impact. In sports communications, that can show up as inconsistent messaging, reactive crisis response, or storytelling that doesn’t fully honor the people we’re trying to serve.

Clarity changes that.

As 2026 unfolds, clarity will be the lens through which I approach my work and this space. Here on my blog, I’ll be exploring clarity in very practical ways:

• Clarifying roles and expectations within athletics communications offices

• Building systems that reduce risk and increase consistency

• Communicating with administrators in ways that align with institutional priorities

• Helping young professionals find clarity in their career paths and skill development

• Simplifying processes so storytelling, not stress, becomes the focus

This blog has always been about more than tactics. It’s about helping sports communicators think strategically, act confidently, and advocate for the value of their work. In 2026, that mission becomes even sharper.

Clarity doesn’t mean having all the answers. It means asking better questions. It means choosing purpose over noise. And it means building environments where student-athletes, coaches, and institutions are represented accurately and responsibly.

If you’ve followed along here before, thank you. If you’re new, welcome. I hope the conversations we have this year help bring clarity to your work, your leadership, and your next step.

Here’s to a year of intentional communication—and clear direction.

— Danny