The Foreign Service Journal, May 2011

M A Y 2 0 1 1 / F O R E I G N S E R V I C E J O U R N A L 15 nomics or political-military issues. Many generalists already do this in- formally through their bids. Formaliz- ing such a system, however, should lead to a better allocation of expertise. The skills required of FSOs do not change with the environment in which they serve, though their relative impor- tance may shift. Those attributes that the Employee Evaluation Report groups under leadership, interpersonal ability and managerial ability — essen- tially, how to get things done — are necessary in any assignment. However, they take on greater importance in dan- gerous and unstructured environments. The ability to take the initiative, work independently, utilize specialized expertise, and deal cooperatively with other missions, international organiza- tions, the military, and nongovern- mental and private-sector organiza- tions in non-traditional settings is crit- ical. Indeed, it is precisely what allows FSOs to function effectively and capi- talize on their strengths. Maintaining traditional abilities and strengths, while applying the lessons learned in new environments and mis- sions, will pay great dividends for the State Department. The same holds true for individual officers, who will be able to bring to bear their core strengths more effectively throughout their careers. I think Mr. Jefferson would ap- prove. WilliamP. Schofield is a retired Foreign Service officer. He served in Brazil, Ja- maica, Slovakia and Afghanistan, as well in Washington, D.C. S P E A K I N G O U T Maintaining traditional abilities and strengths, while applying the lessons learned in new environments and missions, will pay great dividends.