THE FOREIGN SERVICE JOURNAL | JANUARY-FEBRUARY 2024 17 to dominate and belittle will find other avenues of expression. Another problem, according to the HBR researchers, is placing the burden of proof on victims. This ignores the fact that bullying is traumatic, and it requires victims to document their own trauma while it’s happening. As the chief diversity officer noted, many employees do not file an official complaint because they either do not think the department would take the necessary corrective action or they fear retaliation. Such victims often choose to walk away. Consider the case of Jim (not his real name) who saved a colleague’s life after a violent attack. He later questioned the embassy’s response, including at a town hall meeting. Instead of rewarding Jim’s heroism, our leadership admonished him and created what he said was an emotionally abusive environment. Jim had no hope that this environment would improve, so he curtailed and walked away. A Culture of Avoidance The State Department’s improved vetting for senior leadership positions should keep bullies from becoming senior leaders. But the problem isn’t only who gets a senior position. The problem also is a culture of avoidance that doesn’t stop bullies from getting promoted. It’s the silence of cowards like me who fear that speaking up will hurt their careers. It’s the reluctance of individual leaders and the collective bureaucracy to act, even when victim testimonies pile up. “Bullying is a behavior of opportunity enabled by environments that allow it to occur and continue,” according to the HBR researchers. Successful antibullying measures must be codified in regulations that automatically trigger investigations and disciplinary action, which I expect will be the case after GTM launches the proposed Harassment and Bullying Intervention unit. It wasn’t always. Last year I got a call from the department’s Office of the Ombudsman. They were conducting a climate survey of my embassy. I told them about the bullying boss: the verbal abuse, the petty humiliations, the hostile work environment. Weeks went by, then months. Nothing happened, showing how worthless surveys are without follow-up action. I’ve been fortunate in my career to have worked for some role models— exceptional diplomats whose kindness and professionalism are why I love the State Department so much. But I must admit that by not standing up to a bully, I’m no model for the type of leader my institution deserves. Toxic workplace cultures persist because few have the courage to speak up. My experience highlights the need for a system that stops bullying without relying on the courage of individuals. I expect that the State Department’s pledge to promote safe workplaces will help enable ordinary employees like me to stand up to bullies, ensuring that they are never again eligible for leadership positions. n Speaking Out is the Journal’s opinion forum, a place for lively discussion of issues affecting the U.S. Foreign Service and American diplomacy. The views expressed are those of the author; their publication here does not imply endorsement by the American Foreign Service Association. Responses are welcome; send them to journal@afsa.org.
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