Written by: Shannon McCormick; Vice President of Public Relations, MediaSource
As health care organizations enter 2026, communications leaders are navigating an environment shaped by heightened scrutiny, rapid information flow and continued polarization around topics once viewed as neutral. Issues such as vaccines, medications and public health guidance now require additional context and care.
For health care communicators, this reality raises a critical question: How can organizations engage in thought leadership that advances their mission, informs the public and builds trust—without becoming entangled in political debate?
The answer lies in approaching thought leadership with intention, structure and a clear connection to organizational purpose.
From Clinical Consensus to Communications Complexity
Topics once grounded in science are now interpreted through social and political lenses, increasing the risk of confusion and misinterpretation. Misinformation often moves faster than fact-based communication, raising the stakes for every engagement.
These dynamics are reflected inside organizations as well. Employees bring a wide range of perspectives into the workplace, making internal clarity essential. Before speaking publicly, health care organizations must align internally on purpose, messaging and approach. Without that foundation, even well-intentioned communications risk missing the mark.
Make Thought Leadership Mission-Driven
Thought leadership should not be treated as a visibility tactic. When it is grounded in organizational mission, it becomes a strategic tool that advances the field and provides meaningful guidance to the communities they serve.
A mission-driven approach starts by being clear about why the organization is speaking. Communications teams should focus on issues where their organization has clear expertise and responsibility, rather than reacting to every headline or trend. This clarity helps set boundaries, prioritize the right topics and maintain credibility in complex or sensitive environments.
When thought leadership is anchored in mission, it shifts from generating attention to delivering value. That focus not only strengthens public trust but also gives internal stakeholders confidence in when and how the organization chooses to engage.
Put the Right Voices on the Right Issues
A common challenge in thought leadership programs is determining who should speak publicly. While senior executives play an important role, they are not always the best voice for every topic.
Effective programs take a broader view, identifying multiple thought leaders across the organization, each aligned to specific issue areas. These may include clinical experts, behavioral health specialists or population health leaders.
A practical approach is to consider three factors when identifying potential thought leaders: expertise, passion and experience. When these elements align, individuals are more likely to communicate authentically and credibly. Developing thought leaders is also a collaborative process, helping individuals refine their public-facing voice while giving communications teams insight into how their perspectives can inform organizational messaging.
Align Internally Before Speaking Publicly
Alignment is essential when addressing complex or sensitive topics. Without a clear process, public engagement can appear inconsistent or reactive, which can undermine trust both internally and externally.
Establish decision-making frameworks in advance. These may include scenario planning tools, decision trees or clearly defined criteria for when and how to engage publicly. Transparency around these processes is critical. When leaders understand how decisions are made and how communications teams provide counsel, discussions become more productive—even when there is disagreement.
Clear processes also reinforce that thought leadership efforts are grounded in strategy, mission and organizational values, rather than individual opinions.
Plan Ahead in a Fast-Moving Environment
As 2026 begins, agility remains a core requirement for health care communications teams. Policy discussions, news media narratives and public sentiment can shift quickly, leaving little time to build alignment once an issue emerges.
Proactive organizations invest in regular monitoring of news media, policy developments and peer organizations. Concise, digestible briefings help leaders stay informed. Just as important is building trust across functions—communications, government relations, development and clinical leadership—before urgent situations arise.
When alignment and trust are established early, organizations are better positioned to respond thoughtfully rather than reactively.
Measure Success With a Long-Term Lens
Thought leadership is a long-term investment, and success should be measured accordingly. While traditional metrics such as media placements still have value, organizations should also consider tracking indicators of credibility and influence.
These may include inbound requests for expert commentary, recognition of leaders within their fields and increased reliance on organizational experts as trusted sources. Smaller, early wins—such as award nominations or targeted speaking opportunities—can help build momentum and reinforce the value of a program internally.
Key Takeaways for Health Care Communicators
● Expect increased scrutiny around topics once considered neutral.
● Ground thought leadership in organizational mission, not visibility alone.
● Match the right voice to the right issue.
● Establish transparent decision-making processes in advance.
● Measure success over time, not just by short-term outputs.
Pitfalls to Avoid
● Treating thought leadership as a one-time campaign.
● Relying on a single spokesperson for all topics.
● Engaging publicly without clear criteria or alignment.
● Waiting until a crisis to build trust and internal infrastructure.
Looking Ahead
The communications environment in 2026 is undeniably complex. Yet it also presents an opportunity to lead with clarity, credibility and purpose. By approaching thought leadership thoughtfully and deliberately, communicators can contribute constructively to public dialogue while maintaining trust across diverse audiences.
Small, intentional steps—taken consistently—can deliver meaningful impact over time.
About the author
Shannon McCormick is vice president of communications at MediaSource and a seasoned communications professional with more than 25 years of experience. She has worked with executives, health systems and hospitals nationwide to develop strategic communications and thought leadership programs that support organizational mission and advance the field.