I would say two things.
One is that tone is important, as it is with any kind of relationship, and that while public statements are sometimes useful, they are also blunt instruments and have to be matched with other kinds of engagement that takes place out of the public eye.
Second, I would say that the more you can provide a business case for convincing them that what you're trying to, let's say, advocate for China is in their interests and not just an extension of our own values, the more it can be effective.
For example, on human rights issues, if you can make the argument.... For example, on the coronavirus, if you want to talk about transparency and governance, you can make a business case for China right now, behind closed doors, saying, “Look, you lost a month of potential activity that could have possibly contained this virus, because of your system, because of the way you control, with the lack of transparency and your crackdown on the very people who were trying to draw attention to this. This should tell you something.” Basically, you can argue that respect for human rights and for more democracy is ultimately more stable and ultimately provides more possibility for addressing challenges and long-term challenges in any country.
Also—for example on the Uighur issue, which is abominable in the way they're treating them—we can bring Canada's experience to bear and say, “Look, we have our own experience in the way we have treated our indigenous people. It has been very costly in social and financial terms because of the incredible mismanagement of it.” The more you can present issues in that way, the more you're going to find some kind of willing listener.