The Foreign Service Journal, April 2021

THE FOREIGN SERVICE JOURNAL | APRIL 2021 33 connections, background noise, home commitments and other factors can all make virtual interactions more challenging than a focused meeting in a board room. Numerous memes have popped up spoofing real-life exam- ples of virtual meetings gone awry, and there’s much more room for error when incorporating different time zones, language barriers, translation difficulties, technological failure and, well, life. It’s easier to explain these mishaps to a known partner than during an introductory phase. A Cautionary Tale Under these unusual circumstances, many people feel they’re working harder than ever before, which can lead to employee burnout. This is especially true in countries that have a significant time difference with the United States. For example, India is 10.5 hours ahead of EST, which requires colleagues here to do the virtual matchmaking in the evening hours. Even when allowing colleagues to shift their work hours to accommodate this new schedule, they are still routinely missing family and other home duties and events. Previously they would do this work for visiting U.S. companies during the workday in most instances. Paying attention to colleagues’ emotional health in these challenging virtual environments remains of critical importance. Though it is popular in some quarters to envision the wide- spread adoption of “virtual work” on a permanent basis, there is little chance that we will lose our jobs to virtual reality in the foreseeable future. Commercial diplomatic work is as impor- tant as ever; since American companies cannot travel, we are their eyes and ears on the ground. U.S. small and medium-sized companies tell us they need actionable market intelligence. Our insights can inform them whether a potential foreign company is a trustworthy partner. Our counseling can help shape their strategies in approaching government officials and formulating sales plans in our respective countries. And while our locally employed (LE) staff is instrumental in helping us win every success, U.S. direct hires remain essential for delicate commercial diplomacy engagements with host- country government officials. When dealing with government counterparts on thorny issues like market access barriers or complicated advocacy interactions for U.S. companies’ interna- tional procurement bids, a U.S. direct hire can have a signifi- cant impact. In some countries, LE staff colleagues may have legitimate security concerns if they directly advocate for U.S. government policies or companies. With the rise of protectionist measures worldwide, our in- person interactions to advocate on behalf of U.S. commercial interests will remain an essential function. To be successful in commercial diplomacy and advocacy, one must know their government counterparts and understand their language, way of thinking, negotiation tactics and culture. This requires building interpersonal relationships, just as leading U.S. companies do with their partners. The Way Ahead The year 2020 tested everyone’s resilience. Ideally, it has forced us all to grow stronger. Companies are also adapting, transforming and realigning themselves to meet their clients’ needs. As we work virtually to help U.S. companies remain competitive overseas, we’re shifting our work approaches and services to meet our clients’ ever-changing expectations. When the pandemic eventually subsides, as it will, we will see whether virtual work has a lingering influence. I predict that while virtual meetings and telework will find increased acceptance compared to pre-pandemic days, human interactions will remain paramount. Even the best technology cannot substitute for personal connections. Having the oppor- tunity to really know your partner, share meals and engage in discussions to define and crystalize long-term partnerships will triumph over the best meeting software or matchmaking service. In my crystal ball, the future will see a broader mix of virtual and in-person work. If you’re finalizing negotiations with a for- eign partner, it may be acceptable to do some meetings virtually, but in-person interactions will remain vital. If you’re not willing or able to hop on a plane to meet your negotiating partner to demonstrate your commitment, your competitor probably will. And that may make the difference. In the meantime, the present pandemic circumstances demand we raise the bar. We’re helping U.S. companies to clear the heightened bar and navigate evolving international busi- ness procedures and norms with aplomb. May we all emerge stronger. n With the rise of protectionist measures worldwide, our in-person interactions to advocate on behalf of U.S. commercial interests will remain an essential function.