The Foreign Service Journal, April 2010

S everal years ago, I met an FSmember who did not want to be promoted. He enjoyed working at his current grade and knew that he was good at it. He had many positions to choose from, and he saw no reason to rise to a higher level that would offer fewer options and less of the hands-on work he loved. I found his position refreshing and healthy. But for many of the rest of us, promotion concerns are a major source of stress and discontent, and AFSA sees many com- plaints and grievances related to Employee Evaluation Re- ports. This being EER season, I offer the following advice: • Own your future. There are many aspects of the de- partment’s rating system that are beyond your control. But your chances for promotion are bet- ter if you act as if your future were entirely in your hands. To the degree possible, take charge of your own EER, ensuring that it goes where it needs to go, says what it needs to say and is submitted on time. • Keep track, throughout the year, of significant accomplishments and dates. In par- ticular, document counseling sessions, and note any nega- tive comments. • Don’t wait for counseling sessions, or EER time, to solicit feedback fromyour boss or others concerning your performance. Without overdoing it, regularly show your boss and others that you want to give them the product they are seeking. • Sell yourself. It is folly to believe, as many of us do, that your actions will speak for themselves. Make sure that you provide input both before the EER is written and after you receive a draft. Remind your rater not only what you did but how you did it, and why it is important. Make sure your EER reflects the full range and difficulty level of your duties. • Explain everything involved in your accomplish- ments. If your rater or reviewer is of a different cone or specialty than your own, make sure that he or she knows those skills that should be emphasized for promotion in your skill code, as well as the buzzwords that flag certain traits to reviewers. Make sure the good ones are used in your EER (include them in your own input) and the bad ones are not there. • Highlight accomplishments, not duties. This is par- ticularly important for people whose duties involve long- term tasks. “Continued to monitor the activities of the Sangria Party” is not an accomplishment. “ProvidedWash- ington a pre-publication copy of the Sangria Manifesto” is. • Think of your own portion of the EER as a personal appearance before the board, who will see your statement as the best window into what sort of person you are. Display only those traits that you want the board to see. Dispute negative statements objectively and respectfully, and, where you were at fault, own up to it and explain why it won’t happen again. Double-check your grammar and spelling, and obtain at least one ob- jective third-party opinion. • Ensure that your relationship with your rater is accurately por- trayed by the reviewer. A “collegial” relationship is a different level of closeness than a “professional” rela- tionship, for example. • Ensure that your area for im- provement does not recur in any of your last five EERs. Be mindful of the requirements of your own cone. Again, what might be harmless in one cone might be detrimental in another. • Solicit recognition. If you objectively believe that you deserve an award, and none seems to be forthcoming, ask for one —without cash if money is an issue. It may appear unseemly, but having that award may distinguish you from your competitors. • Choose assignments to advance your career. Promo- tion boards want to see progressively greater responsibility and increasing breadth of knowledge. Staying in the same country or type of job for too long (especially in Washing- ton) will not help you. In particular, those whose duties vary little from post to post should look for larger em- bassies, more visible posts and any duties that can distin- guish them from others in the same field. Ultimately, your advancement in the Service comes down to you. If you want to advance, you must make a con- stant effort — not a last-minute foray — to ensure that what is in your file is accurate and competitive. ❏ A P R I L 2 0 1 0 / F O R E I G N S E R V I C E J O U R N A L 51 A F S A N E W S Own Your Future V.P. VOICE: STATE ■ BY DANIEL HIRSCH Your chances for promotion are better if you act as if your future were entirely in your hands.