Speaking Out

BY MONICA JEAN NORMIL

“What does she do at the embassy?” I asked an acquaintance, a political-economic officer at the U.S. embassy.

“Oh, she’s just an OMS,” he responded matter-of-factly. Seeing my quizzical expression, he clarified, “A secretary.”

That single word—“just”—immediately minimized the role of office management specialists (OMS) without acknowledging the critical work they perform. The word “just” is often used to diminish or downplay someone’s contributions, and in this case, it reinforced a perception that specialists play a lesser role in the embassy’s mission.

As someone whose career had always been specialized and technically focused, I was taken aback by the dismissive attitude toward what I knew to be a vital support position. This acquaintance went on to explain the cultural separation between generalists and specialists in the Foreign Service.

Specialists continue to face both subtle and overt exclusion across our organization.

The year was 2012. At the time, I was a Peace Corps volunteer considering career options after the Peace Corps.

Now, more than a decade later, and having served as a diplomatic technology officer (DTO) for more than five years, I can confirm this divide remains palpable. Specialists continue to face both subtle and overt exclusion across our organization. In conversations with my fellow specialists, many share feelings of being undervalued.

Add to that the perceived disparity in upward mobility and in-country benefits favoring generalists, and it’s clear that this separation persists. To build a strong Foreign Service team, we must first confront our own internal divisions.

These internal divisions are most visible in three key areas: the way we refer to specialists, the opportunities for upward mobility and professional growth available to specialists, and the admin-technical designations used for some specialists serving abroad.

The Language We Use

Internally and in public-facing materials, phrases like “Foreign Service officers and specialists” are common, reminding us that specialists aren’t officers. But if we’re not officers, what are we? The language itself separates us and devalues the critical operational expertise we bring to the mission.

Decision-making is often dominated by generalists/officers, leaving out specialists who possess invaluable on-the-ground operational awareness. Many specialists have decades of experience, yet we are frequently left out of crucial policy or mission discussions, treated primarily as implementers rather than strategic contributors.

This division is further reinforced by the occasional use of the “admin-technical” designation, which publicly marks us as different.

Room for Growth and Leadership

This divide isn’t just in words; it’s reflected in the opportunities available for professional growth. Generalists are often groomed for leadership positions such as deputy chief of mission or ambassador, while specialists remain in support roles. As a diplomatic technology officer, I’ve had the opportunity to challenge this norm by going beyond the technical box I was placed in.

I’ve taken on leadership roles in conversations that are mission-critical, leveraging my technical expertise to inform decision-making and demonstrating that specialists are vital to policy success. My experience proves that specialists have the skills to contribute beyond their designated roles, yet these pathways to leadership are not always clear or accessible.

Admin-Technical Designations

Serving overseas with an “admin-technical” designation further compounds this divide. This label signals, in no uncertain terms, that these specialists are not viewed the same as generalists. The admin-technical designation also financially disadvantages some specialists. For example, in some countries a specialist with an admin-technical designation cannot claim any tax exemptions. These specialists pay taxes in the host country on goods and groceries, while in these same countries, FSOs do not pay local value-added (VAT) taxes.

Also, with that designation they may not have the same diplomatic immunity as generalists in the case of accidents, fights, or other matters. It marks us as separate and lesser in the eyes of those outside the U.S. mission. This designation affects how specialists are perceived both inside and outside the mission, diminishing the critical work we do and creating an unnecessary hierarchy that undermines team cohesion and interferes with mission success.

Challenging the Status Quo

How can we challenge this system without being seen as disruptive?

First, we must unify our language. “Foreign Service officer” should refer to both generalists and specialists, with equal acknowledgment of our contributions, despite the different entry tests each takes and the different ways each group is commissioned into the Foreign Service. Words matter. They reflect the values of our organization and shape how we see ourselves and each other. Updating our recruiting materials and internal communications to reflect this unity would send a clear message that we are serious about inclusion.

Many specialists have decades of experience, yet we are frequently left out of crucial policy or mission discussions.

Second, we need to create opportunities for specialists to showcase their expertise beyond support roles. As a diplomatic technology officer, I’ve actively involved myself in conversations and initiatives where specialists are often underrepresented. For example, I’ve been able to integrate my technical knowledge into broader mission planning and strategic discussions, as well as outward-facing roles with public diplomacy, proving that specialists are not just implementers but essential contributors to policy and mission success.

An additional example is the Secretary’s Leadership Seminar at Harvard. In each of its five years of existence, approximately six DTOs have been selected, while each year 25 FS-2s and 25 GS-14s are selected. Specialists have operational awareness that can be crucial in decision-making processes, yet we are often sidelined. Changing this narrative requires a commitment from leadership to recognize and utilize specialist expertise in ways that go beyond support functions.

Finally, we need to promote mutual understanding between generalists and specialists. While serving as the AF rover, I see firsthand the importance of understanding and appreciating your colleagues’ roles. In Kinshasa, for example, there was a successful initiative for which staff participated in role exchanges, allowing both generalists and specialists to learn about each other’s responsibilities. This not only enhanced mission success but also promoted a sense of cohesion and teamwork.

A Call to Action for Specialists

I urge my fellow specialists to challenge the status quo by stepping into roles and conversations where we’re often underrepresented. We have the knowledge, the skills, and the experience to contribute meaningfully beyond the confines of our technical responsibilities. We need to make our voices heard and showcase how operational awareness can enhance decision-making and mission outcomes.

Additionally, we must increase specialist representation on promotion, hiring, and tenure boards, especially those that evaluate specialists. This is not just about fairness, but also about ensuring the Foreign Service benefits from the full spectrum of expertise available.

I would even take it one step further and advocate that at least one specialist should sit on every generalist board. We need to address the divide between generalists and specialists and recognize the invaluable contributions that each group brings to the table.

Words have power, and by changing the way we speak about and to each other, we can begin to change the structures and perceptions that have divided us for far too long.

Monica Jean Normil is a diplomat, globetrotter, and author with a passion for connecting cultures through food and storytelling. As a diplomatic technology (DT) officer in the U.S. Foreign Service for more than five years, she shares her unique journey to inspire and empower others to explore the world and embrace our differences. Jean Normil’s works, including Road to Table: Cooking My Way Around the World (2021) and Riley Explores Being a Diplomat (2022), showcase her dedication to fostering global connections and creativity. She currently serves as the Africa DT rover covering 46 sub-Saharan countries.

Read More...

• “What Specialists Want You to Know,” Compiled by Francesca Kelly, The Foreign Service Journal, October 2014
• “The State of the Foreign Service: Continuing the Conversation,” The Foreign Service Journal, July-August 2015
• “My Kingdom for a Door: When Multitasking Goes Awry” by Marsha Philipak-Chambers, The Foreign Service Journal, April 2018