The Foreign Service Journal, June 2015

RETIREE VP VOICE | BY LARRY COHEN AFSA NEWS Views and opinions expressed in this column are solely those of the AFSA Retiree VP. Contact: lawrencecohenassociates@hotmail.com or (703) 437-7881 54 JUNE 2015 | THE FOREIGN SERVICE JOURNAL men • tor v. advise or train (someone, especially a younger colleague) n. a trusted counselor or guide The Department of State’s Core Precepts provide guidelines by which selection boards determine the pro- motability of Foreign Service employees. They are, in the words of the department, a “collection of competencies” determined to be essential to a successful Foreign Service career. Throughout, the precepts emphasize the role of mentoring and assisting others to achieve mission goals. Regarding mentor- ing, the precepts are both explicit, (e.g., “ ensures the professional development and mentoring of staff ”) and implicit, (e.g., “ actively devel- ops the skills of subordinates or colleagues ”). Permit me to go out on a limb. While mentoring is clearly core to the principles of career development, it is not something the Depart- ment of State, its managers or its leadership as a whole has done very well to date. The stress of overseas service in U.S. diplomatic missions can be overwhelm- ing. Feedback or guidance from supervisors or basic job knowledge may be lacking. Without proper remedy, tensions among staff can demoralize an entire mission. Personnel new to the Foreign Service and locally employed (LE) staff, overwhelmed culturally by the demands of their American bosses, may suffer disproportionately. This brings me to reem- ployed annuitants, or WAEers (When Actually Employed). I have written previously about the WAE program. Specifically, I identified the difficulties retirees report in navigating the program, the shortcomings of the newly created central registry and resource inefficiencies throughout the system. One thing, I believe, remains unquestioned. WAEers themselves pos- sess skills and experience pertinent to their active-duty colleagues and, specifically, to their professional develop- ment. For bureaus and posts WAEers are an extraordinary resource, able to hit the ground running. But they could be much more. Since they are already retired, WAEers are not beholden to the evaluation and promo- tion process and should not fear—as is unfortunately true for many active-duty employees—career-harmful retribution. They ought to feel free to speak their minds, offer guidance and advice, and, yes, mentor colleagues, including LE staff. Who better to understand the challenges than those who have been there before? Bureaus and posts can better tap the WAE talent in their midst. Mentoring, and even training, can be included as a component of an individual’s assignment. Moreover, when the need is evident, WAEers themselves should take up the mantle to assist and guide. In my own case, when on WAE assignment, I try to deliver basic tradecraft classes for LE staff on such topics as writing, note-taking, briefing and public speaking. Their response is overwhelm- ingly positive. They especially appreciate that someone, voluntarily, is helping them enhance their own profes- sionalism. Let’s dare ourselves to mentor. n The Case for Mentoring On April 21, members of the AFSA Awards Committee met with Dr. Sushma Palmer to mark the launch of the awards judging process. This year was the first time the panel considered nominees for the new Mark Palmer Award for the Advancement of Democracy. Dr. Palmer established the award in honor of her NEWS BRIEF AFSA/BRITTANYDELONG late husband, Ambassador Mark Palmer, a Foreign Service officer who cham- pioned democracy and human rights throughout his career. From left: Perri Green, Todd Andrews, Sharon Wayne, Janice Bay, Dr. Sushma Palmer, Ambas- sador Steve E. Steiner, Dan Martinez, Ruth Hall and Peter Swiers. n AFSA LAUNCHES PALMER AWARD FOR THE ADVANCEMENT OF DEMOCRACY