What will it take to build the innovation and resilience Canada so needs to bolster our economy and sovereignty? This is a question many are asking. I can say from my work at the intersection of government and industry that this aim is not new. However, there is a tangible and renewed momentum right now as ‘geopolitics’ has become a household word.

A 30 year career inside the Public Service ignited my passion for industrial policy and economic development. It was a privilege to work across key sectors and industries in Canada given their strategic importance to our economy.  My time at Innovation Science and Economic Development Canada (formerly Industry Canada) allowed me to  see first hand the immense responsibility officials feel toward the public interest, especially their continuous efforts to address economic challenges, always with a mind to strengthening Canada’s industrial capacity.

Now, I help CEOs and senior leaders unpack and understand how they can engage more effectively with government decision-makers to bring their solutions to the table while helping to drive positive economic outcomes.  Here are some of my key pieces of advice.

In my experience, too many business leaders arrive at a government meeting armed with a pitch or term sheet, expecting immediate enthusiasm and a direct path to funding. This silver bullet approach often fails because it ignores the reality of how policy is shaped and government decisions are made.  Those business leaders who start the conversation by asking questions like "What does success look like for your mandate?" or "What challenges are you facing or observing in this sector?" stand out.  More often, those that take this approach  can have a much bigger influence on industrial and economic outcomes compared to those who take a more transactional approach.

Another frequent ‘lost in translation’ issue often exists when business leaders use marketing or technical jargon to speak to policy-makers. While a technological project may be revolutionary to your board, government officials will also want to understand its  economic and social outcomes.  Showing up with a narrative that speaks to public-sector decision-makers and policy experts demonstrates that you grasp their priorities and speak  their language.

I can’t emphasize enough the importance of taking time to build stronger relationships and fostering trust before dropping an ask on the table.  Ultimately, being the partner who helps solve a policymaker’s dilemma is far more influential than being just the next person through the revolving door. The goal should always be to ensure your first meeting  positions you or your organization as a knowledgeable source and a potential partner looking to begin a strategic dialogue.

It is also hugely important that CEOs and senior leaders are seen to be actively responsible for engaging with governments.  It is too often a skill set or a priority that is handed off to others internally or externally. When you treat public sector navigation as a core leadership function, you gain the ability to engage early and often, staying in lock step with the government’s key or emerging priorities. I can think of many organizations that were approached by government decision-makers because of an established relationship of trust. “Could you help us?” is a dream question to be asked by a government partner, but it can become very real for those who have put in the work.

I coach executives to understand and communicate how their goals align with broader public sector mandates, translating how officials will receive their proposals. Guidance also includes  how to avoid being drawn into a process that is focused too much on the application form and not enough on the broader outcomes that could be achieved for Canada.

The best leaders that I've seen model patience, perseverance and perspective. This requires constant learning and the agility to adapt as priorities evolve. By building institutional readiness and mastering the art of public sector navigation, CEOs and senior business leaders can achieve their goals while also helping to build the resilient, innovative economy we need.

For more information on how NorthGuide helps organizations navigate the public-private intersection, contact Adam Frye (adam@northguide.ca), NorthGuide’s Director of Business Development and Partnerships.

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