Ministers drive the agenda, staff decide the passengers.
By Craig Comrie
Far too often, organisations believe that landing a meeting with a Minister is the goal for influencing government policy, assuming that this single point of access will resolve every hurdle they face.
What is frequently overlooked is the team standing behind every Minister: the chiefs of staff, senior advisers, policy experts, and media strategists who methodically shape the agenda, filter out noise and determine what gets priority.
Your request for a ministerial meeting is just one among hundreds (or thousands), competing for attention in a fast-paced, relentless political landscape.
When these meetings happen, they rarely deliver the sweeping change imagined.
The Minister's role is to provide strategic leadership and to drive the delivery of government priorities, not to mediate operational details or individual concerns. By focusing ministerial meetings on the bigger picture, you demonstrate respect for their time and reinforce your understanding of their responsibilities. This approach also signals your political acumen, positioning you as a credible stakeholder who understands government process.
But successful government relations demand more than just access to Ministers; it requires a deep understanding of how ministerial offices operate, and strong relationships with the staffers who decide what makes it on the Minister’s desk.
Attempting to meet with a Minister without adequate preparation or without first consulting their staff and agencies is, at best, inefficient – and, at worst, potentially damaging to your cause.
Political staffers work countless hours alongside Ministers, often spending more time with their boss than with their own families. This proximity enables them not only to anticipate the Minister’s priorities but also to skillfully influence how those ambitions are pursued.
Every briefing note, every request for a meeting, passes through their meticulous hands before reaching the Minister. They are vigilant gatekeepers, screening each piece of information for risks and political consequences. Their expert triage means only the most strategic and politically advantageous ideas rise to the top.
No matter how urgent it may be for you and your organisation, your issue or idea may not even make it to the Minister unless the staff are convinced of its value.
Those who value staff are more likely to succeed. Organisations that fail to build these relationships often mistake lack of progress for lack of political interest, when the real issue is lack of internal advocacy. You need staff on your side.
By engaging with staff first, you gain valuable insights into the Minister's priorities, potential concerns and the political context shaping their decisions. This groundwork enables you to tailor your message and ensures that by the time you meet with the Minister, your proposal is refined, responsive to government needs and supported by staff who can champion your cause internally.
It is not an easy task, however, with staff intentionally working in the shadows to ensure their Minister is always front and centre. Identifying who they are and, importantly, which ones are the most influential can be a challenge, but spending time finding out is well worth the effort.
The focus should be on building consistent, credible interactions that help staff do their job. Help them identify risks, help them find solutions to problems.
If you get offered a meeting with a staff member, take it. Use it strategically to understand the goals of the Minister and gather intelligence. Show that you understand political realities, media implications and stakeholder impacts of issues and demonstrate you want to work with the Minister to achieve aligned outcomes.
Maintaining a strong relationship means respecting their workload, contacting them with specific solutions, sharing concise, helpful updates and, critically, keeping them informed to avoid surprises.
If a staff member shares their mobile number or email with you, treat it as a privilege and use it judiciously. Avoid reaching out during high-pressure times, such as sitting days or when major news stories are breaking. Hold back unless it’s absolutely necessary.
Demonstrate that you understand the intensity of their role and respect the complexities they help Ministers manage. Thoughtful and restrained contact signals that you value their time and position, strengthening your credibility as a partner who supports, rather than distracts, their efforts.
And a final tip: while Chiefs of Staff and policy advisors hold significant influence with Ministers, the real power sits with the hero of a ministerial office, the diary manager. The person who ferociously protects every minute of the day, right down to when they have time to eat.
So, before you think about following up on your meeting request for the fifth time this week, remember it’s a guaranteed way to make sure it mysteriously finds its way to the bottom of the pile or vanishes all together!
Those who respect and understand the value of staff don’t just get meetings, they get outcomes.