The Foreign Service Journal, February 2006

Words to the Wise Finally, a few words to the department’s political leadership. In its discussion of the depart- ment’s enormous strides in recruit- ment and leadership training in just five years, McKinsey over and over cites the strong backing and person- al involvement in effective manage- ment Sec. Powell and his leadership team displayed. The firm warns that to sustain the gains, Sec. Rice and her team must maintain the same level of commitment to strengthening and reward- ing leadership skills. But it notes that employees who were interviewed had too little exposure to her team to judge its commitment. They suggest she appoint a high-ranking member of her team to sponsor programs to implement and sustain the gains made in the “War for Talent.” That person could also be responsible for ensuring that senior managers are held accountable for success. As one senior staffer warned Mc- Kinsey, “This will all fall apart if senior-level support doesn’t exist.” I, too, have heard and read Sec. Rice’s words on her team’s commit- ment to leadership, management andmorale, but as yet have not seen any concrete examples. Summarizing the impact of Secretary Powell and his team on launching the recruitment and leadership initiative, McKinsey writes this: “ [T]he department’s employees perceived senior leaders’ willingness to jump through necessary hoops to get additional funding as a sign they cared about employees, their development and morale.” Listen up, Rice and Company. These words apply equally to you. n F O C U S 44 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 6 McKinsey’s report appropriately spends more time on one subject than any other: giving mid-level employees their due.