It’s never too early to communicate about hard decisions on campus

Colleges and universities across the country are facing increasingly difficult decisions, including budget shortfalls, restructuring, layoffs, and, in some cases, closures. Inside Higher Ed recently reported that in May alone, a wave of deep cuts swept across multiple institutions, underscoring the growing urgency and scale of the crisis. These challenges are compounded by uncertainty at the federal level, including staffing changes at the Department of Education and potential disruptions to the accreditation process. 

The headlines come fast, but what’s less visible is how those decisions are communicated. Too often, that’s where institutions stumble.

In moments of challenge and change, marcomm professionals must be central to the conversation, not just after decisions are made but from the beginning — or as early as possible, since the beginnings can sometimes only be realized after the fact. Communication should not be treated as an “after-action report.” It is a core leadership function, and higher education leaders must recognize it as such. The University of the Arts’ recent closure announcement stands out as a case study in failed communication, issued abruptly and without direct outreach to those most affected.

When presidents and boards wrestle with the future of an institution, their chief communications officer should be in the room. The communications strategy should be built alongside the decision, not added after the fact. Once a decision is made, and in some cases even while it’s still being considered, it’s essential to follow a clear and coordinated sequence: What will be shared, when it will be shared, who will deliver it, and how it will be communicated.

Here are a few core principles to guide that work:

Lead with Clarity, Transparency, and Honesty

These are foundational values for any leader delivering difficult news. Employees deserve to understand not just what is happening, but why. Whether it’s a reduction in benefits, layoffs, or a major restructuring, leaders should be transparent about the factors driving those decisions, such as budget realities, market pressures, or strategic shifts. This clarity helps people absorb the change. Don’t just announce outcomes; provide context. Show how today’s decisions are intended to support the long-term future of the institution.

Communicate with Empathy

Often, we can miss the emotional weight of the moment because we’re so focused on getting the message right. But these decisions impact people’s lives and livelihoods. Leaders must acknowledge that impact and communicate with compassion. The tone you set matters. People may not remember every word, but they will remember how they felt hearing them.

When possible, offer resources such as career support, counseling, or time to process. A humane response can go a long way. Be clear about what’s happening now and what’s ahead. What’s the timeline? What disruptions can people expect? It is okay to acknowledge the uncertainties and to say, “We don’t have all the answers yet.”

Follow Through and Equip Your Team

The first message matters. But the subsequent ones matter even more. After the initial announcement, the real work begins: reinforcing the core message, providing updates, and continuing to show up. Remember that consistency builds confidence.

That consistency also depends on other members of your leadership team, as well as middle managers and supervisors who are often the first line of communication after big decisions are shared. They field questions, manage reactions, and shape how messages are received. Don’t leave them guessing. Provide them with talking points, context, and the tools they need to lead with clarity and empathy. Empower them as allies in the effort.

At its core, communicating hard decisions is about building trust. And trust is built over time through clarity, consistency, empathy, and action. Higher education institutions are facing real and complex challenges. But how we talk about those challenges is just as important as how we respond to them.

When done well, communication doesn’t just soften the blow; it strengthens the institution’s credibility and culture. Bring your communications team into the fold early. Plan the message as carefully as the decision itself. And above all, lead with transparency, empathy, and resolve.

Paul Redfern is a senior higher education communications and marketing strategist with more than two decades of experience and currently serves as Chair of the Tuition Exchange Board of Directors.