The Foreign Service Journal, February 2003

M ore than ever before, it is crucial for the Department of State to retain productive employees to do its work. Yet today’s employees are no longer as hesitant — as those of us who entered the Foreign Service 20 or 30 years back — to curtail their tours, or even resign, if they are severely dissatisfied with their working or living condi- tions. This, combined with the fact that it is already difficult to staff many overseas posts — especially those in the 20- and 25-percent differential categories — means that post morale is a major factor in determining whether a post functions well, or is simply dysfunctional. Having served as deputy to eight chiefs of mission — political appointees as well as career diplomats — I have experienced first-hand how an ambassador’s attitude and approach are most responsible for promoting or destroying post morale. So here is my own short list of basic “don’ts” and “do’s” for COMs: Don’ts “Let them eat cake.” The time for imperial ambassadors is long over. While proper protocol has its place, and the Foreign Service remains a hierarchical organization, COMs can no longer treat staff as emperors did their subjects. I’ll never forget one November when an ambassador’s spouse marched into the commissary and bought every turkey right before Thanksgiving — even though turkeys were not available anywhere else in the country, and the commissary had spe- cial-ordered them months in advance for each employee. To forestall a mutiny, I had to explain to the COM why the turkeys had to go back. But it never should have happened at all. Humiliate anyone in public. Some ambassadors seem to relish dressing down subordinates in public, even though it is the worst way to motivate an employee. Such a repu- tation also makes staffing the post dif- ficult, hurting mission performance long after the COM has left. (It also can motivate JOs to leave the Foreign Service.) Conversely, constructive criticism is an essential component to improve subordinates’ performance, help them mature, and prepare them for management responsibilities. This can best be accomplished in pri- vate, without emotion or rancor, and at an appropriate time. One of the best management principles I’ve learned was from my first supervisor 30 years back: “If you need to chew someone out, don’t do it on a Friday and ruin their weekend; wait till Monday.” Ignore problem employees. The reality is that posts have serious personnel issues from time to time. Regrettably, some employees seem to consider their main function to be making life miserable for everyone else. Occasionally, there are agency and section heads whose conduct or competence is seriously wanting. Such cases cannot be ignored. While corrective action should proceed through the chain of command, such cases may eventually come to the COM. When they do, the ambas- sador must act, whether the situation is resolved through the employee’s (or family’s) departure or a less severe remedy. Ignore the American communi- ty. Like it or not, the COM is viewed by the local American citizen commu- nity as its mayor. Some ambassadors forget that the Foreign Service was historically established to protect American citizens (not to foster rela- tions with country X). In this regard, I’ve worked for ambassadors who have focused all of their attention and ener- gy on the host country, and ignored their own compatriots (whether they were businesspeople, missionaries, or NGO employees). When this hap- pens, word spreads quickly, both with- in the community and back to the U.S. This is most unfortunate, since local Americans react positively to even minimal “hand-holding.” Periodic “town meetings” and smaller sessions with the business community and other groups of Americans will help keep the COM in touch with their concerns. If the community is too Ambassadors and Post Morale: The Most Critical Element B Y T IBOR P. N AGY J R . F E B R U A R Y 2 0 0 3 / F O R E I G N S E R V I C E J O U R N A L 13 S PEAKING O UT More than ever, the level of morale affects every facet of mission performance and community life.