The Foreign Service Journal, April 2021

THE FOREIGN SERVICE JOURNAL | APRIL 2021 25 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 endorse- ment by the American Foreign Service Association. Responses are welcome; send them to journal@afsa.org. backs,” and, if needed, step in to take on their tasks. Commitment also extends to the organization’s mission. Think about identifying an area your team can com- mit to, and then reinforce its importance often. In the Consular Affairs Bureau, we talk often about our global impact. We are truly changing Americans’ lives, with an especially huge role in bringing 100,000 fellow citizens home during the worst of the COVID-19 outbreak. We also emphasize taking care of everyone on our team, particularly if they are fac- ing a difficult personal situation. Are your team’s goals coordinated ? This is one area my team knows I love to focus on. By writing good goals with measurable indicators, I find it easier to know if we are successful and to tie each day’s efforts to longer-term objectives. To maximize coordination, we gener- ate a poster with the goals for our office each year and share it widely. There are lots of resources in this area, and goals are part of all bureaus’ strategic plan- ning. Do you communicate (see above) the importance of these goals enough? In enough ways? Something to consider for the 12 months ahead. Last on the list, but by no means least, is our consideration of team members and how we support their personal needs, as well as professional goals. This has been the hardest for the State Department in recent months; our personnel simply have not been sup- ported by leadership. Now is the time to regain trust and return the focus to the strengths of our career staff. You, too, play a role in that every day. Although sorely tempted to jump right into work matters, I try to begin every call with a colleague with a real question about their non-work life. I want them to feel safe talking to me and sharing those problems that affect their lives. Leadership Goals What should be our overall goal for resilience leadership? Can you see yourself with a resilient team? I can, but getting there post-COVID is a lot harder than it was in years past. It is going to take time and effort to build capacity in my group and to meet all the elements of the “7 Cs.” I have planned some virtual discus- sions, and I aim to see all of those who may be in the office in person when I am there. I try to ask about family and health and well-being before jumping right into work topics, and I often just say “thank you.” I would like the 100 people in my office to feel comfortable dealing with challenges and to work as effectively together as possible. Do I wish the same for the department as a whole? Of course I do, but it depends on each one of us to make this a reality. Think about the steps you can take. Do some reading on this topic. Make a connection with someone who is also working to improve resilience. Reach out to CEFAR for the latest materials. Be a leader in resilience for your team and for the rest of the organization. By investing now in our human resources, we will see results for years ahead. n