In academic research, principal investigators often carry a lot of responsibility without having much direct authority. You’re accountable for your program’s success—its funding, outcomes, and the well-being of your team—but many key decisions about resources, policy, or priorities are made by institutional leaders above you.

That reality can make things tricky. How do you advocate for your program, push back on unrealistic demands, or get the support you need without damaging important relationships? The answer usually isn’t a dramatic confrontation, nor is it avoidance of the issue. Instead, it’s a shift from trying to make demands to building strategic influence.

Influence comes from understanding what the other person values. After coaching PIs, research leaders, and junior investigators through many of these conversations, we’ve seen that the most effective tools are often specific, repeatable phrases that reframe the discussion around partnership and shared success. Here are some general scenarios, each with a couple of phrasings you can adapt to feel natural in your own voice.

1. When You Need to Align Priorities

When a request feels misaligned or unclear, start with curiosity. Seek context so you can open the door to collaboration instead of conflict:

• “Can you tell me a bit more about what’s driving this request?”

• “Here’s how I’m understanding the priority—how does that line up with what you need?”

When to use it:

• A department chair asks for a detailed report with a tight deadline.

• A dean rolls out a new initiative that pulls focus from your research.

Why it works:

• It assumes good intent. You’re signaling openness, not resistance.

• It lifts the conversation. You move from the tactical (“I don’t have capacity for this”) to the strategic (“Let’s make sure this aligns with your goals”).

• It uncovers the real objective. Once you know the “why,” you may be able to propose a simpler or more effective solution.

 

2. When You’re Advocating for Resources

On occasion, you’ll encounter a need for more time, funding, or equipment. Advocating for these doesn’t have to be about “taking”; frame your advocacy around impact and shared opportunity. These two options shift the focus from scarcity to possibility:

• “Here’s what this investment would make possible for our program.”

• “Here’s how this would advance our shared goals for the department.”

When to use it:

• You need pilot funds for preliminary data.

• You’re requesting a course release to pursue a major grant application.

• You need upgraded equipment to stay competitive.

Why it works:

• It speaks to value. You’re showing how your success contributes to institutional success.

• It builds partnership. You’re inviting your leader into a shared win.

• It keeps your case focused. You must articulate the concrete return on that investment, whether a strong proposal, a publication, a collaboration, or a new opportunity.

3. When You Need to Manage Expectations

Sometimes, the best way to protect your capacity and maintain quality outputs is to reset expectations with clarity and professionalism. These phrases help you do that without defensiveness:

• “Given my current commitments, here’s what I can realistically deliver.”

• “Let’s look together at what’s possible within this timeline.”

When to use it:

• You’re asked to take on another graduate student when your lab is full.

• You’re handed a short-turnaround grant opportunity or report that competes with other priorities.

Why it works:

• It uses “we” language. You stay aligned with the goal rather than opposing it.

• It focuses on feasibility. You’re offering solutions within real constraints.

• It creates space for negotiation. For example:

  • “I could share the student with a co-advisor.”

  • “I can prepare a strong submission for the next cycle; rushing this one would compromise its competitiveness.”

Put in the “Reps” for Influential Communication

These aren’t scripts to memorize (though it’s ok to do that, too). They’re tools for thinking and communicating more strategically so that you can shift from reacting to partnering. The intent is to stay aligned with your values and goals while helping others see the bigger picture.

You don’t have to use all three right away. Pick one phrase that feels natural, and try it in a lower-stakes context. Assess the outcome, then tweak your approach for the next time around. Little by little, these repetitions will help you build the muscle of influence.