In the absence of a unified sector-wide narrative or an executive-level engagement strategy for communicating with government, individual researchers often bear an outsized burden. They may be responsible for developing their own messaging, often without sufficient support or training.
That is a lot to ask of someone whose job or skill set is not in research engagement or communications. Many researchers are left feeling like they’re stuck doing a second job. It’s not intentional; it’s just that universities and the research sector lack engagement as a core strength. As with many systemic problems, it’s not researchers’ fault. However, it is their problem to deal with.
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So, let’s get to it. Time is limited, and every engagement needs to count. Here are some common mistakes I see researchers make when engaging with politicians – and how they can be avoided.
1. Understand what motivates politicians
Politicians operate under relentless schedules, public scrutiny and the need to grasp countless topics quickly. Their primary motivation is serving their constituents – voters. To connect effectively, researchers should:
- Frame research in terms of societal impact. What issues matter most in their constituency? How does your work address these challenges?
- Emphasise work that spans disciplines or sectors. It shows you’ve connected the dots and are focused on the “so what” of your research.
- Be prepared to discuss problems and solutions. Look beyond the work itself to how politicians (and voters) benefit from it.
2. It’s not condescending to emphasise the obvious
Many researchers overestimate how much others know about their work. It’s easy to assume that major breakthroughs will speak for themselves – they don’t. Politicians need clear explanations to grasp the significance of your work or its societal implications. Don’t leave your best on the table because it seems too obvious to talk about.
To overcome this:
- Avoid technical jargon. Simplicity makes your message accessible. Explain your research as if you were speaking to a smart teenager. It’s not condescending; it’s about connecting with an audience that has no context for understanding your work.
- Ask yourself: why does my work matter? How does it solve real-world problems? Use storytelling and creativity to connect your work to broader impact.
- Share your strongest stories. Build a portfolio of compelling stories that you and other colleagues can easily champion. Don’t leave your best narratives untold because their importance seems self-evident.
3. Define your impact – both realised and potential
If you’re unsure how to define “impact”, reflect on what makes you proud: how has your work advanced knowledge or made a difference, big or small? Have you engaged communities or informed policy? What’s the “so what” of your research? How does it matter now or in the future?
Look through a politician’s lens: have you defined your impact by sector or industry or in the context of GDP?
Be clear and specific about what your research does, whether it informs policy, benefits communities or contributes to national progress. Make it tangible. Even if the ultimate impact is decades away or depends on contributions from others, sharing these long-term visions early can build excitement and support.
4. Build long-term, strategic relationships
Think of engagement as the start of a conversation rather than a one-off interaction.
Engage with politicians early in your research journey. Building a relationship is a long-term strategy and a worthwhile investment. Research can take years to pay dividends, and you will need champions at every stage.
Reach out across political divides to ensure broad support for your work.
Keep politicians updated on major breakthroughs or announcements, but be selective and strategic with updates.
5. Prepare your messaging early
Too often, researchers leave communications until the last minute, relying on press releases as a forcing function for creating key messages. This approach is stressful! You want to walk into a meeting confident about what you are saying.
Invest time to draft key messages. One useful tip is to write out what you want to say, then describe it to a friend (ideally not someone in your field). The version you use in conversation is usually a good basis for key messages.
Equip everyone representing your work – executives, collaborators, colleagues – with accessible language that highlights successes (no jargon, remember). They should know what your work is about, its impact and why it’s valuable. Make sure messaging is short and simple.
Identify allies who could represent your work. For example, do you have alumni in government? Make sure they are also equipped with your key messages.
6. Make it a conversation
Engagement is a two-way street. Prepare to have a conversation, not give a speech. Try to put yourself in your interlocutor’s shoes and think about what they might want out of the conversation.
Encourage questions and feedback during meetings. This signals openness and helps clarify complex points. Approach conversations with curiosity; learn about policymakers’ priorities and concerns before diving into your research. And don’t expect policymakers to grasp the nuances of your work in one conversation.
Prepare FAQs: what will government officials or policymakers most want to know? If you know someone in a similar position or with a similar background, ask them what questions they’d have.
7. Be clear about what you need
While you should showcase what your research is doing to address government (and voter) concerns, you should also be clear about what you need for continued success. The relationship is reciprocal, after all. Some researchers may struggle with this, but having clear requests will make you seem more polished.
Don’t shy away from making specific asks: do you need policy changes? Greater funding? Support for industry collaborations? Be clear, too, about the outcomes you’re looking for. What will the overall outcome of their support be? What’s the impact?
Be transparent about how they can help – or offer advice – and frame it in terms of mutual benefit. Think of Jerry Maguire: help me help you.
8. Don’t start by asking for money
Don’t begin a conversation with an immediate request for additional funding. Again, it’s about finding the mutual win. Instead, lead with a solution. Research is the source of good news, so get creative about what that could mean.
Help them share in the success they’ve helped create. Try positive announcements, photo ops, community building and connecting initiatives.
Look at your past impact and see if you can open a conversation with your progress on, or even a solution for, a problem that the government is already dealing with.
Government can be one of your most powerful allies, but you must make that easy for them. Politicians need repeatable messaging they can use in forums such as parliament, trade missions and industry discussions. With the right support, they aren’t just funders; they’re advocates who can champion your work far beyond its initial scope.
When they fund your work, they have skin in the game. Your success is theirs, too.
Kylie Ahern is the founder and CEO of STEM Matters.
This is an edited version of the blog post “Researchers - are you galvanising your allies? Part 2: Government”, which was first published on LinkedIn.
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