The Foreign Service Journal, June 2018

THE FOREIGN SERVICE JOURNAL | JUNE 2018 19 When they speak, great diplomats know what points to raise and when to raise them. They don’t just read from a laundry list of talking points. you into next week’s meeting faster than being an attentive listener who gives feedback to the hosts. And, listening twice as much as they speak allows them to always know more about their peers than their peers know about them. When they speak, great diplomats do so in a comfortable and disciplined manner. They are never overly official- sounding, and they don’t act like ten- ured, out-of-touch professors lecturing their counterparts. They know what points to raise and when to raise them. They don’t just read from a laundry list of talking points—but they know all the points that need to be raised from their lists. Great diplomats never make people unnecessarily uncomfortable. They build a solid relationship, and that allows them to raise difficult topics in the right setting at the right time. Their measured speech doesn’t appear cold, but intelligent. They never come across as demeaning to their audience, and they know how to emphasize important matters without raising their voice or seeming out of character. Great diplomats are not only good communicators in their meetings, but can pass on (in writing and orally) the outcomes of the dialogue in a way that leaves all interested parties clear about what lies ahead. They leave their diplomatic partners with a clear plan for the next step. They ensure that the next meeting is set and that the agenda for that meeting is simple and clear. This allows staff members on both sides of the issue to summarize the outcomes and prepare their seniors for the next event. Great diplomats also send the notes from their meetings to their bosses in a usable format. They get the information out quickly, usually drafting the notes into a short memo by nightfall if the topic is time-sensitive. Within a day or two they will craft a very useful longer memo and distribute it widely. The final memos are use- ful because they set the scene; lay out points of contention and agreement; and give clear options for policymakers to choose from—including to take no action at all and continue to talk. Great diplomats also know that no communication method is truly secret, so they are discreet enough to hold very important discussion results for in- person meetings. What Not to Do Poor diplomats only pretend to lis- ten. It’s clear to all parties that they are just rolling their talking points around in their mind, waiting for a break in the conversation to dump their insights. Poor diplomats take notes in a way that makes the other speakers uncom- fortable. If you ever see the other side pull back because of their fears about information being leaked, then close the notebooks and send out the staff members. Poor diplomats talk more than they listen, and never let anyone else change the topic or enter the conversation. This technique will ensure that you are never invited to useful meetings and social events. No one wants to be lectured. Poor diplomats bore the audience. They make everyone dread the next encounter and will find everyone avoid- ing them. They hammer the same points in every encounter, but never resolve any issues. It’s easy for a superior to spot the diplomat who just can’t make any progress on an issue. Such a diplo- mat should be removed. There are also destructive and selfish diplomats who degrade, in public, other parts of their own government to curry favor. This backstabbing confuses dip- lomatic partners and can handicap the entire policy effort in a nation. Poor diplomats can’t write or speak succinctly. They give lots of details but can’t convey the main points. This leaves superiors and subordinates guessing about the outcomes of the meetings and the options that have closed or opened. And that means they have wasted everyone’s time. If they cannot convey the options quickly and clearly enough for policymakers to make a timely deci- sion, their work is fruitless. This same principle applies to intelligence officers. Learning to write clearly may be a life- long task, but it is a critical weapon in the diplomat’s arsenal. Diplomats seeking to improve their fieldcraft should take away three key points. Three Keys Listen first and often. Truly under- stand the people and the issues before you speak, or you may put yourself or your nation into an awkward position. If you truly listen and understand, you