How can R&D professionals build relationships with government colleagues?

Talk about things of mutual interest not the program you are trying to get funded. Build relationships before you worry about getting customers

Before embarking on your relationship-building journey, step into your government colleagues' shoes. What are their priorities? What challenges do they face in their roles? Understanding their needs and objectives allows you to tailor your communication and highlight how your R&D work can address their pressing concerns. Think of it as learning their government dialect to facilitate a productive conversation.

Es esencial que los profesionales de investigación y desarrollo entiendan las necesidades, desafíos y objetivos del sector gubernamental. Esto implica realizar investigaciones preliminares, estar al tanto de las políticas públicas actuales y los problemas que el gobierno busca resolver. La empatía y la comprensión de los contextos en los que operan los colegas del gobierno pueden sentar una base sólida para una colaboración efectiva.

Building relationship can be done by seeking opportunities for joint projects with government colleagues, which involves identifying areas where your R&D expertise aligns with government priorities or initiatives. Explore collaborative platforms where potential collaboration can bring industry, academia, and government together. By actively seeking opportunities for collaboration, demonstrating alignment with government priorities, and building relationships over time, you increase the likelihood of successful joint projects with government colleagues.

Effective relationships begin by understanding the government colleagues' priorities and challenges. In my experience, conducting meetings or informal discussions to comprehend their goals, policies, and areas of interest helped align our R&D initiatives with their needs.

Government colleagues need to trust that your R&D work is rigorous, reliable, and aligned with their public interest goals. Demonstrate your expertise through publications, presentations, and references. Be transparent about your research methods, data, and potential risks. Remember, trust is the foundation of any strong relationship, and in the world of R&D and government collaboration, it's essential.

R&D professionals can build relationships with government colleagues by regularly communicating, understanding each other's goals and challenges, and collaborating on projects. Show respect for their procedures and be open to learning from them. This builds trust and a good working relationship.

Transparency is critical on both accounts, otherwise there is no workability. Risk is implicit in R&D so greater acceptance of risk by the government stakeholder is needed. Academicians for their part need to be open to ways to reduce and mitigate risk with their government customer.

Trust is pivotal. Sharing reliable and relevant information, meeting commitments, and delivering on promises build credibility. Being consistent in our interactions and demonstrating competence and integrity were essential in establishing trust.

La confianza se gana con el tiempo y se basa en la demostración de competencia, fiabilidad y honestidad. Los profesionales de I+D pueden establecer credibilidad mostrando su conocimiento y experiencia en su campo, cumpliendo sus promesas y siendo transparentes en sus comunicaciones y acciones.

Making a request is simple. Making an effective request is another story. Effective requests are specific, actionable, include a deadline and offer an opportunity for everyone to negotiate on the best plan forward. By understanding how to communicate more effectively, we will work better with others. Our Public Service Leadership Model identifies five key elements for engaging others.?Building the three skills above will help with every one of them: Relationship-Building Empowering Others Conflict Management Collaboration Diversity, Equity and Inclusion

Communication skills are fundamental, you must be able to know when, what to say and how detailed the information should be. In most cases a key phrase, a report with facts and data of no more than one page can be a winner for the government to do better with our support.

Effective communication was central in our collaborations. Tailoring communication styles to suit their preferences, whether through formal presentations or concise briefs, ensured clarity in conveying our R&D contributions aligned with their objectives.

I had to pause at R&D jargon. What about government jargon? Regardless, clear and concise bilateral communication is needed that does not require a chain of hierarchical communication, which will stop innovation in its tracks.

Es clave una comunicación adecuada para impulsar investigaciones en torno a los proyectos estratégico que incidan en el bienestar común.

It’s good to understand government hierarchies but also to avoid becoming subservient to them. So, work within the existing chain of command, but honor your R&D goals primarily. It’s a balance.

Strategic networking involved attending government-sponsored events, seminars, or forums relevant to our R&D focus. Engaging in conversations, sharing insights, and actively participating helped forge connections and understand their perspectives better.

Für eine effektive Beziehung zu Regierungskollegen sollten F&E-Fachkr?fte vor allem auf direkte Interaktionen setzen, sei es durch aktive Teilnahme an Veranstaltungen oder die Bildung von Arbeitsgruppen. Die Einbindung in beratende Gremien erm?glicht die Bereitstellung von Expertenwissen. Digitale Pr?senz auf Plattformen und in sozialen Medien hilft, Projekte zu pr?sentieren. Ressourcen k?nnen durch ?ffentlich-private Partnerschaften gebündelt werden & Expertenpanels bieten eine Plattform für die gemeinsame Analyse von Herausforderungen. Aktive Teilnahme an politischen Konsultationen erm?glicht politischen Einfluss. Die gezielte Identifikation von F?rderm?glichkeiten rundet die Strategie ab.

Instead of viewing government colleagues as gatekeepers, approach them as potential collaborators. Propose joint research projects that address shared challenges or contribute to their policy goals. Offer your expertise and resources to support their initiatives. Remember, collaborative partnerships unlock the synergy between R&D innovation and government action.

I believe it is essential that evidence, science and the voice of the people go hand in hand for quick and accurate public policy decisions, for investment projects and for plans, programs and projects.

Proactive collaboration is key. Initiating discussions on potential collaborative projects or providing support on initiatives aligned with their agenda showcased our commitment. This approach fostered a mutual exchange of ideas and resources.

Proactive initiation by the R&D org (academia) is paramount. Government organizations often don’t understand R&D prerogatives and direction especially if they are rapidly changing. Academia often doesn’t understand stakeholder prerogatives. Both should be clear at the outset. Negotiate if necessary.

Building relationships takes time and effort. Don't let your initial interaction fade. Stay in touch with your government colleagues through regular updates, progress reports, and invitations to relevant events. Keep them informed about your research advancements and potential applications for their work. Remember, nurturing relationships is an ongoing process that ensures long-term collaboration and mutual benefit.

Building relationships is an ongoing process. Regular follow-ups, expressing gratitude, and providing updates on our R&D progress ensured the relationship remained strong. Scheduling periodic meetings or check-ins reinforced the connection.

Bonus Tip: Be patient and persistent. Building strong relationships with government colleagues takes time and effort. Don't get discouraged by initial setbacks. Be persistent, demonstrate your value, and focus on building trust and understanding over the long term.

Consider familiarizing yourself with various cultural approaches, particularly when engaging with government agencies across different continents. Empathy is key; placing yourself in their position isn't just about aiding them in shaping their political investment agenda but also affording them an opportunity to showcase their capabilities.

Emanuel, I absolutely agree with you. Likewise, being an water and wastewater expert if I get in touch with those relevant government agencies, I can share my ideas with them. This networking, knowledge sharing opportunities are obviously beneficial. Regards, Bibek

This involves open communication, collaboration, and understanding their priorities. Attend industry forums or conferences where officials participate. Engage in discussions on shared challenges, offering insights. Foster connections through social events. Consider secondments within government agencies to build trust. Provide valuable resources like white papers showcasing research impact. Leverage digital platforms for continuous engagement. Unconventionally, explore interdisciplinary projects. Collaborating on initiatives that bridge research with policy implementation can strengthen bonds. Foster a culture of transparency, openly discussing challenges. Personalize interactions, demonstrating genuine interest.