The Foreign Service Journal, February 2003

large, the ambassador should meet periodically with the American citizen wardens. Ignore the support staff. Ambassadors who treat “non-substan- tive” officers as second-class citizens do the department a great disservice. A critical element of successfully operating a mission is promoting a sense of common purpose. This only comes when every employee — from first-tour junior officers to senior counselors — understands the key U.S. goals and objectives in the coun- try. In this regard, I have found it use- ful to make one country team meeting each month open to all Americans with a security clearance. Ignore the junior officers. While Deputy Chiefs of Mission have primary responsibility for JO develop- ment, it does both sides a world of good for ambassadors to have direct contact as well. At smaller posts I’ve conducted one-on-one sessions; at larger posts I’ve met with them in groups — but in all cases the exchanges have been worthwhile and eye-opening. Their perspective — on “work” in general as well as on work- ing in the Foreign Service — is a dose of reality which senior management must understand. Do’s Meet everyone at post as soon as possible. Even at large posts, there are ways to get everyone to meet the new COM quickly. What my wife and I have done is to plan (through the DCM) to host a reception at the resi- dence for the American staff (and adult family members) within a few days after our arrival. The consular section can also arrange a “town meet- ing” for all resident American citizens in advance. Meeting the Foreign Service Nationals in a group during the first week is also essential. This covers all constituencies, allowing all personnel to make up their own minds about the new “mayor” instead of rely- ing on hearsay. Learn people’s names — and how to pronounce them. This doesn’t mean just American employ- ees and family members, but local ones, too. Although this task is obvi- ously easier at smaller embassies, making the effort works wonders. Conversely, I have seen FSNs and American supervisors cringe at award ceremonies when the ambassador hands out awards for “superior ser- vice” but butchers the recipients’ names. What should have been a morale booster becomes a morale buster instead. Know where each agency and section is. I’ve worked for ambas- sadors who never bothered to learn where the Information Management Office was, for example. It makes sense for every COM shortly after arriving to visit each section and agency to meet with the chief, greet all the employees, and see first-hand their working environment. Ditto for the U.S.-sponsored school, ware- house, commissary, recreation center, etc. A COM should visit at least once every facility over which he or she has authority. Schedule regular face time with each organization. Briefing notes and cable copies are fine, and country team meetings are also important. But to truly know what each part of the mission is doing, it’s important to have regularly scheduled sessions with agency and section heads, either one- on-one or in small groups. Be visible. Eating lunch in the embassy canteen at least once a week can do wonders for post morale — especially if you do not sit only with the DCMand select senior officers. I have learned more from such exchanges than from many formal meetings. Showing up occasionally at Marine House functions is another must. Get involved in community events. Another duty of the “mayor” is participating in the community’s Halloween “trick-or-treating,” the Thanksgiving program; USMC Ball, the July 4th picnic; etc. An especially critical role for the COM is to be avail- able when tragedy strikes the mission, the community, or our nation and to play a prominent part in memorial ser- vices and flag ceremonies. In this regard, the CLO and the Marine detachment are vital resources for organizing community functions and need the active support of the front office. Reveal idiosyncrasies. We all have them, and it’s fair to let our staff know what they are up front. (For example, I’m visceral about starting meetings on time and clean desks.) Such disclosure makes for much smoother working relations and avoids misunderstandings. Give public accolades. While we can’t get every deserving employee promoted, we can make sure they all get an award. (And by “employee,” I mean all categories: U.S. direct hire, local, contract, etc.) I have found that two interagency award ceremonies per year work best —with at least one held at the ambassador’s residence. Local FSN retirees should also be invited to these ceremonies to send the message that they are still part of the “family.” Encourage staff to “have a life.” S P E A K I N G O U T 14 F O R E I G N S E R V I C E J O U R N A L / F E B R U A R Y 2 0 0 3 Like it or not, the chief of mission is viewed by the local American citizen community as its mayor.