🎙️ Podcast Link 🎙️
🥣 𝐏𝐥𝐞𝐚𝐬𝐞 𝐬𝐢𝐫, 𝐈 𝐰𝐚𝐧𝐭 𝐬𝐨𝐦𝐞 𝐦𝐨𝐫𝐞 🥄
OR
💼 𝐇𝐨𝐰 𝐭𝐨 𝐛𝐞 𝐦𝐨𝐫𝐞 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐰𝐡𝐞𝐧 𝐚𝐬𝐤𝐢𝐧𝐠 𝐟𝐨𝐫 𝐦𝐨𝐧𝐞𝐲!
I thought a little bit about sending the wrong messaging with this image thumbnail (referencing Oliver Twist) about power dynamics, any possible symbolism about lack of funding in academia and all that… but given just as often I’m the one begging for funding as deciding it, and that I love Dickens, I’m sticking with it. And I also learnt something new today about the quote -see my note* below!)
In today’s Hacking Academia video, I talk about some of the ways in which you can make your requests for funding – whether for a conference trip, a piece of equipment – whatever – more concise, less likely to be misinterpreted, less of a cognitive and time demand on the decision maker you’re approaching, and in all likelihood more effective in getting a result on average – whether immediately or later on. All good things for all involved!
I cover:
🧠 checking your assumptions about the decision maker’s world view and perspective: going in with incorrect assumptions can make your request dead on arrival
📌 concise and up front with “what”, “why good / what enables”, “how much”: with details, context and nuances later on. Decision makers are typically time-starved, often cognitively overloaded: make it easier on them.
🚫 do not drip feed incremental “surprise” funding requests 🚫. When making the specific request, give the decision maker a best guess idea of what they’re likely to see from you over say the next 12 months
📎 provide context and explain, explicitly, what it will enable and why that is a “good thing” 📎 The decision-maker isn’t immersed in it like you are.
🎌 flag the importance to you, especially relative to your other funding requests. There’s usually not enough funding to do everything, fully: make the priorities clear
🎯 capture the likelihood of success or partial success 🎯: some activities are all or nothing, for others partial success is still valuable
🍰 is partial funding useful? Yes, if it gets you meaningfully started on a goal: no if it’s an all or nothing affair like a specific trip (unless you can find the remaining money elsewhere)
Getting effective at asking for funding is a valuable skill that many careers will lean on heavily: it also has onflow benefits in research and academia in pitching for grants, projects or fellowships, making your “ask” as compelling as possible.
#grants #funding #money #resources #requests #pitching #university #industry #government #fellowships #projects #support #travel #equipment #research #careeradvice
*the first Oliver movie I saw was the 1948 one starring Alec Guiness, and I, like most of the internet, had always thought the quote was:
“Please sir, can I have some more”
It is in fact:
“Please sir, I want some more” 🤔
Full Video Notes
In a typical research career, especially in an academic role within the university system, one of the things you will regularly need to do is request funding or general resourcing for something you want to pursue. In my own career, I have had to do this hundreds of times. In various leadership and management positions, I have either handled or witnessed thousands of funding requests for almost every activity imaginable.
As you might expect, there are effective ways to make these requests, and an almost infinite variety of ineffective ones. In today’s Hacking Academia video, I want to share tips and suggestions to help you improve how you request funding. Getting this right can significantly increase your chances of securing the resources you need to do the work you are excited about.
Probably the most important starting point is to check your assumptions. When requesting funding, you are typically addressing an individual or an organisation. You might have assumptions, either explicit or implicit, about their willingness to support certain kinds of activity. For example, you might believe they always fund a particular type of request. However, circumstances change. You might be operating in a different environment from what you expect. If you go in with outdated assumptions, your request may land poorly. Wherever possible, check your assumptions and remain open to the possibility that things are no longer as they were.
The person you are requesting funding from is often a leader or manager. These are usually busy people with many responsibilities. Respecting their time is critical. One of the most effective ways to do this is by including a very brief summary at the start of your message or proposal. In just a few lines, outline what the activity is, why it matters, and how much funding you are seeking. You can then follow with detailed context and background. Avoid overwhelming them with everything at once, especially knowing they may receive many such requests each year.
Another important point is that the person you are speaking to is unlikely to be as familiar with the details of your work as you are. Even if you have spent years on a project and are now asking for support to take the next step, they may not know the full story. Be clear and concise. Explain what the funding will enable, and why it is important, in a way that makes sense to someone who is not an expert in your specific area.
If you are in an ongoing role, such as an academic position or a multi-year PhD, it is helpful to outline your likely funding needs over time. You may not know every detail in advance, but you can usually give a rough idea of what you might request over the next year. This is helpful because decision-makers get fatigued by scattered, unpredictable requests. If they understand your broader plan, they can assess your needs more effectively and may be more inclined to support you.
Providing context around the relative importance of your request is also valuable. This advice assumes you are working in a supportive environment, where the manager or decision-maker genuinely wants to help but is dealing with limited resources. If you can explain how your request fits into your overall work, or how it compares in priority to other needs, that makes their decision easier. For instance, you might be asking for funding for a professional development trip and for essential research equipment. While both matter, helping the funder understand which is more critical can improve your chances of at least partial support.
It is also helpful to indicate whether partial funding would still be useful. If you are building an experimental setup and can make meaningful progress with half the requested amount, say so. Let them know that partial support would allow you to begin while you seek additional funding elsewhere. On the other hand, if you are requesting support for a trip that cannot go ahead without full funding, make that clear. Helping the decision-maker understand whether your request is flexible or not gives them options.
You should also be clear about the likelihood of success. If you are asking for money to fund a high-profile event that might not go ahead due to visas or travel restrictions, say so. Funders need to know whether the project has a high chance of success, or whether there is a risk that nothing will happen. This is very different from requests where even a partial or limited outcome still adds value.
The current funding environment in research and higher education is relatively tight. The tone of this advice reflects that reality. However, there is also the possibility of unexpected opportunities. Sometimes, at the end of a financial year, leftover budgets need to be allocated quickly. If you have made your request clear and easy to understand, a decision-maker who initially said no may come back later when circumstances have changed. That is why providing good context and rationale matters so much.
Although this video focuses on internal funding requests, such as those to your supervisor or manager, the same principles apply when writing external grant or fellowship applications. Being able to clearly and persuasively explain why your request is valuable, achievable, and timely is a skill worth developing. It will help you throughout your research career.