In recent years, especially post-COVID, following movements like Black Lives Matter and events such as COP26, our industry has undergone a significant transformation—aligning with many other sectors in prioritising purpose and sustainability. More individuals now recognise sport’s unrivalled power to drive positive change. Investments have been made, programmes funded, climate commitments established, and athletes have raised their voices. Sport has evolved, and so have we.

Yet, we now confront a challenging reality: political polarisation and a conflicted cultural discourse around “wokeism” risk undermining the genuine impact work happening in our sector. This shift in sentiment cannot be ignored.

At the same time, we must not mistake this as a signal to roll back our commitments. The true sign of leadership in sport today is not to retreat in the face of controversy but to have the courage to stay the course. Understanding the mindset of fans—and the deeper, long-term connections people have with sport—should give us the confidence to remain steadfast in our commitment to positive change. It is also an opportunity to more clearly showcase the real, tangible impact sport can have on people’s lives.

Within sport, we engage with the complex personas of individuals: fans, consumers, and voters. In today’s polarised climate, it is crucial to understand these distinctions and their overlaps if we are to maintain a long-term view of how our industry can lead positive societal change while inspiring our partners, clients, and friends to do the same.

Excuse the generalisations;

Voters make their choices often reflecting personal beliefs and identities, shaped by campaigns and media narratives. In some contexts, particularly in the US, political decisions are made much like sporting allegiances—driven by loyalty, rather than objective assessment. Self-interest can outweigh the collective good, with decisions based on deeply held principles or immediate circumstances.

Consumers prioritise value, quality, and convenience. Their loyalty is conditional and transactional; they expect brands to deliver on their promises and reflect the values they hold.

Finally, and most importantly for our industry, fans, where loyalty transcends logic.  They support their teams through losses, build identities and communities around sport, and view setbacks as part of a larger journey. They are passionate and hopeful, drawn to sport’s power to provide connection, distraction, and joy. Sport offers consistent opportunities to engage them through authentic storytelling and a sense of belonging.

The Sport Industry Report 2025 found that 80% of fans and 96% of industry professionals believe sport can significantly influence public behaviour, while 68% of fans agree that it reflects positively on brands who partner with sports organisations to promote social change. This data reinforces the enduring belief in sport’s potential to do good.

In a noisy, reactionary media climate, the voice of voters is often the loudest, with news cycles fixated on government policy, both in the UK and abroad. But as we know, those who shout the loudest often have the least to say. The long-term emotional and cultural ties people have with sport offer a different perspective—one that should encourage us to stand firm in our commitments, not retreat.

Leadership in sport today is about recognising that while sentiment may shift in the short term, the deeper impact and potential of sport remain unchanged. By staying the course we not only uphold our responsibility to drive positive change but also strengthen the enduring connection between sport, its communities, and the brands that invest in it. There is an argument to say that when we are in fan mode we might see the world through a more positive lens.

So, now, more than ever, we must be clear and confident in demonstrating sport’s power to unite, inspire, and transform, and at the same time recognise that we are upholding the expectations that people have, whatever their persona.