The Foreign Service Journal, January-February 2016

THE FOREIGN SERVICE JOURNAL | JANUARY-FEBRUARY 2016 47 for help. The psychiatrist was stationed in another country, so we talked by phone. The man sounded swamped. He explained that they’d cut psychiatrists all over and were expecting the existing ones to take on extra work. His advice for my situation? Talk to my problematic manag- ers. I told him that I had tried that. He said to just try it again because unless I was a danger to myself or others (which I wasn’t), there was nothing he could do. He said that in the State Department we have to figure out how to “suck it up.” Seriously. He was nice about it, and I could tell it bothered him, too, but that was his advice. We’re a tough bunch, and when we go so far as to ask a mental health profes- sional for help, chances are we need solid advice. I dealt with my issue on my own and never called back. Please stop overworking the psychiatrists. Add more. Train them to our circumstances. Give them resources. I am not concerned about medical and security clearances as they relate to mental health care. Most people have seen a therapist at one time or another, and I don’t think it would affect a security clearance. But corridor reputation is a concern. Even when people need to talk to a mental health professional, they’re more worried about their corridor reputation and often won’t seek help due to the stigma of being “weak.” From what I’ve observed, it’s not the high-threat posts that are creating all the issues, but rather the not-very-effective, poorly monitored management we have to work under at times. There are many devoted, capable and highly competent manag- ers in the Foreign Service who are great mentors, but there are also an inordinate amount who are not. I have colleagues who talk about PTSD triggered by work- ing with abusive or incompetent managers who are not held accountable, because their superiors can’t or won’t deal with them, or are not examining how these managers are perform- ing their duties (or not). It hurts the subordinate; but it’s also harming the manager, who is not being mentored to become effective. I believe that’s where we really hurt ourselves as well as compromise the work. I could be wrong here. I wish we were talking about it more. a Support Each Other A nxiety; it’s an illness unseen but omnipresent. It’s espe- cially palpable within the Foreign Service. Many officers self-medicate with alcohol and other “acceptable” vices instead of seeking assistance. Why is this so? Is it because of the stigma associated with mental illness? Is it because of the difficulty in finding a trustworthy and competent psychologist, specifically in certain high-differential postings? Is it because of the con- stant pressure associated with representing the United States 24/7? I don’t have an answer. However, if you notice someone struggling, don’t judge, don’t assume, simply try to be understanding. If they confide in you, don’t respond with disparaging and dismissive remarks. When something is difficult to acknowledge, it is all the more worth discussing. Let’s move toward positive change by begin- ning with dialogue! a Bullying Leads to Resignation I believe bullying by deputy chiefs of mission (DCMs) and other managers is the leading cause of mental health prob- lems in the Foreign Service, followed by unrealistic workloads caused by unrealistic expectations from ambassadors and office chiefs. State currently has very few social workers outside of Washington, D.C., and we need many, many more. In my final post, when I had finally had enough bullying frommy fourth bully boss (three of whom were DCMs and one a GS-15), I worked with the regional psychiatrist who prescribed two anti-anxiety/anti-depressants and a sleeping pill to help me cope. I sought assistance from the ombudsman, but received no help, so I resigned. I miss my career in the Foreign Service, and I made signifi- cant contributions to the State Department. Ultimately, I had to look out for my health. I am off all anti-depressants and sleeping pills. Why couldn’t I have been given reasonable work conditions in the State Department? a Bad Bosses and Mental Health A nyone who’s been around the Foreign Service can tell you that there are some fairly awful FSOs who use their posi- tions to abuse others. Why wait to deal with the mental issues and damage these people cause to others instead of dealing with the problem at the source? I recently worked for a manager who bullied and abused me and the local staff on a regular basis. It takes a real toll when you