The Foreign Service Journal, May 2012

Unleashing Our Black Belts Read in conjunction with AFSA President Susan Johnson’s recent col- umns about the institutional culture of the Foreign Service, the January Speaking Out column by George Jones, “The Next 50 Years,” got me thinking. Can an organization like ours, often de- scribed as even more hierarchical than the military, adapt and change quickly? And if so, how? Based on his column, Mr. Jones’ an- swer to that question would seem to be “no.” Rarely an early adopter of tech- nology, the Foreign Service will always lag behind the private sector. I ammore optimistic, for I truly be- lieve that our greatest asset is our peo- ple. Still, there is no denying that the current personnel structure of the For- eign Service hobbles us in addressing complex challenges. I would posit that some of the newest FSOs are among the most ex- perienced people anywhere in our ranks. But does the Foreign Service tap their talents fully? The recent crop of new hires — bankers, professors, politicians, lawyers and entrepreneurs — bring with them a remarkable wealth of specialized skills. Yet they are treated essentially the same as 20-somethings who have just completed college and have no practical experience. Yes, organizational culture is impor- tant, and yes, we can learn valuable les- sons serving on the visa line or working as a general services officer for a tour. That is one reason simply importing a private-sector executive into a FS-2 po- sition probably would not work. But immediately promoting an executive with 20 years of management experi- ence to FS-2 upon tenuring might make sense. Alternatively, State could eliminate mandatory minimum time in class so that all FSOs are promoted, regardless of age or tenure, based on their ability to move up and manage at the next level. We have many new people with new ideas and knowledge who are the black belts of expertise that the Foreign Service needs. Yet they are treated as white belts: unknowing, unenlightened and clumsy. After just one or two tours, many become sure-footed and adept within the culture of the Foreign Serv- ice, but they are still constrained—not by a lack of ability, but by the organiza- tional culture. Our hierarchy needs to become more of a meritocracy. Time in class does not equal expertise. Longevity does not equal competence. Seniority should not confer entitlement. One of the greatest reasons for the downfall of the union movement over the last 50 years is the failure to recognize and ad- just to that set of facts. As an AFSA post representative, I am fully committed to protecting all employees’ rights. But as a mid-career hire, I am desperately hoping not to be bored during the first several tours of my career. The State Department is a big bu- reaucracy, already limited in effective- ness by funding constraints, an unclear mission and a circumscribed role in world affairs relative to the Depart- ment of Defense. But there are so many areas of our internal culture and structure that we can control. We should put in place a person- nel system that hires the best, lets them rise as fast as they can and has zero tolerance for incompetence, all while advancing America’s interna- tional interests. That would be a noble goal for any governmental agency. But such a shift is absolutely critical for the Depart- ment of State as we head into budget cycle after budget cycle where we are told to do more with less. Instead, how about we domore with what we have? Because what we have is pretty great, but sorely underutilized. Bob Perls AFSA Representative Consulate General Frankfurt 8 F O R E I G N S E R V I C E J O U R N A L / M A Y 2 0 1 2 L ETTERS