How to Define Success When Success Seems Impossible

I have a healthy relationship with winning and losing. As a former Hill and campaign staffer, I’ve felt the high of a hard-fought victory and the aftershock that follows defeat. Like many of my colleagues, I can recognize that moment when a policy debate or media cycle starts to shift, the clock is running out, and the work is about to begin again.

That relentless cycle may feel all too real in today’s political environment, especially in the months leading up to the next midterm elections, when the prospects for bipartisan compromise seem tenuous at best. As Congress approaches its deadline for the 2026 highway funding bill, we are already witnessing subtle reminders that a multi-year surface transportation reauthorization has never passed on time.

Now, the path to timely passage of the next highway funding bill is even narrower: a late September deadline, a long October recess, and a midterm election year in which control of Congress hangs in the balance. By every indication, Congress seems poised to kick the can down the road once again.

For businesses, trade associations, and industry groups watching this dynamic unfold, it may be tempting to disengage entirely with odds this slim and so many unknowns in play. Abandoning legislative advocacy may seem the easiest and most cost-effective option, especially in this environment. But, over time, I’ve seen that’s not the case.

Advocacy has the greatest impact when the outcome is uncertain. There is still meaningful, measurable value in public affairs work, even if the ideal public policies are outright unlikely. In this year’s transportation funding debate, those who stay engaged can shape final legislation, build valuable relationships, and position their organizations for future success.

First-Mover Advantage
Organizations that take clear policy positions early and show up consistently become known entities among lawmakers and their staff. Here, brand familiarity is a building block for credible, valuable relationships over time. Those organizations become the ones called to participate in agenda-setting hearings, present at member-level meetings, and provide input to staff when tricky policy issues arise.

Organizational Alignment
Public affairs campaigns often create the conditions for alignment across internal teams, organizations, and entire industries. Even discussion around main messages and talking points can prompt critically important conversations that clarify priorities, potential areas of compromise, and acceptable policy outcomes. That process of alignment and clarity can be challenging, but it pays dividends in the long term by improving coordination and engagement.

Demonstrated Leadership
Narrative’s insights research shows that employees, customers, and partners want to know where an organization stands, especially when the issue is tied to its core mission. Visible engagement on relevant policy discussions can signal organizational leadership and reinforce credibility among internal and external stakeholders.

Long-Term Reputation
Influence is not awarded through a single policy victory or advertisement. More often, it’s the compounding result of organizations staying engaged, communicating their positions clearly, and offering solutions. Organizations can test their reputational strength through regular insights research, media engagement metrics, and other qualitative feedback.

Convening New Partners and Coalitions
Organizations that articulate their clearly defined policy positions are likely to attract stakeholders who align with them. Over time, those organizations become conveners of coalitions, facilitating cross-industry conversations and attracting new allies.

It may seem easy to dismiss any bipartisan legislation as a futile exercise in today’s political climate. It’s harder, and far more valuable, to recognize the long-game potential. Winning on any given advocacy issue rarely happens all at once. Rather, it’s built through relationships, persistence, and the willingness to stay engaged even when the outcome is far from certain.

Accepting the possibility of loss is not defeatism. It can be a strategic, disciplined approach that empowers organizations to define success for the long game, set goals, track progress, and deliver measurable results. And while I still prefer winning over losing, I’ve learned the best work happens when you never take it for granted.