The Foreign Service Journal, January-February 2022

THE FOREIGN SERVICE JOURNAL | JANUARY-FEBRUARY 2022 19 barriers that have prevented the department from reflecting the country’s diversity at all levels, and lay out steps to address them. As I’ve said before, turning this into an institution where all people are treated with dignity and respect is the work of every single employee. It will take all of us to transform our department into a more just and equitable workplace for all. FSJ: Pillar Four includes plans to review the Afghanistan evacuation, but State has not been known for its lessons- learned practices. What makes this time different, especially in light of the politicization of the withdrawal, the ongoing chal- lenges in Afghanistan and relocation and resettlement efforts? Secretary Blinken: We can and should have an honest debate about the plans and preparations for withdrawal, contingency planning and crisis management. I’m committed to undertak- ing a rigorous process to do that. I’ve asked Ambassador Dan Smith, who recently retired as one of State’s most respected career ambassadors, to lead a review focused on the department’s plan- ning for, and execution of, relocation and evacuation of embassy personnel, American citizens, special immigrant visa applicants and other Afghans at risk. This review will take place in parallel to reviews other agencies are conducting, similarly focused on policy execution. In addition to this review, we are also undertaking a review of the operations of the task forces. Between our own review, and those of Congress and the inspector general, there will be no shortage of scrutiny. We should welcome it, learn from it and use it as an opportunity to strengthen our contingency planning, crisis response and decision-making processes. We’re already working to apply some of the lessons learned in places such as Ethiopia; the situation there is different, but we are ensuring we’re prepared to address all potential scenarios as they affect our Mission and American citizens in country. What is not up for debate is the performance of our people— in Kabul, on the task forces, at the bases overseas and across the United States, and the hundreds of volunteers around the world who worked 24/7 to help bring to safety more than 120,000 people under the most difficult conditions imaginable. Those of us in decision-making roles owe it to them to capture what went right and what went wrong, what we learned and what we could have done differently. FSJ: Is one of your priorities to ensure good career paths for the Foreign Service? What would you say to entry- and mid-level officers today who hope for a shot at deputy chief of mission and ambassador positions in the future? Secretary Blinken: Absolutely. Throughout my career, I’ve valued and relied on the advice and perspectives of career diplomats. This administration is committed to doing more to empower public servants and restoring the historic ratio of career ambas- sadors. We’ve nominated dozens of senior career officials to high- level positions in Washington and the field. Two-thirds of the regional assistant secretaries are career FSOs. But even as we continue to put Foreign Service officers back in top jobs, I would tell entry- and mid-level officers that we also need problem-solvers and policy entrepreneurs throughout the organization, at all levels. I recently had a chance to convene chiefs of mission from around the world, the vast majority of whom are career diplomats. As I told them, it doesn’t matter whether they are in an acting or confirmed role—I’m looking to them to lead and will have their backs when they do. And I expect them to empower their teams, as well. We know that a big factor in retention is whether people feel they have meaningful, rewarding, challenging work and an oppor- tunity to advance. Part of that is about organizational culture, and we can and will do more to elevate new voices and reward initiative. It’s also true that promotion pipelines are narrower than in the past for certain grades, cones and specialties, especially at the mid-level. So we need to look at some of those obstacles and find creative ways to overcome them. As a first step, the Director- General’s office is standing up a retention unit, and I am asking the DG to make it a top priority to identify and address the issues that cause people to consider leaving, including concerns about career pathways and promotions. FSJ: If you can be remembered for one contribution to this institution, not policy but something you did to strengthen the State Department and its people, what would that be? Secretary Blinken: I committed on my first day in office to leave behind a State Department that is organized and equipped to meet the tests of the 21st century—an even stronger, more effective, agile and diverse institution that can lead America’s engagement in a more crowded and competitive world. That, ultimately, will be the measure of my success as Secretary. And the most critical factor to achieving that will be recruit- ing and retaining a workforce that looks like America. Our diversity as a nation in backgrounds and experiences, in race, religion, ethnicity and in countries of origin, is among our greatest competitive advantages. Failing to draw on that diver- sity shortchanges our foreign policy and our ability to advance our interests in the world. n