The Foreign Service Journal, June 2022

THE FOREIGN SERVICE JOURNAL | JUNE 2022 27 We are going to reward it; we’re going to be promoting people. I can tell you already it is a prime part of the discussion of the D Committee and the Deputy Chief of Mission and Principal Officer [DCM/PO] Committee. We will also be holding those accountable who are not doing the work, who are either contributing to or tolerating a toxic work environment. Anyone who carries out or tolerates discrimina- tory behavior or harassment. People who have the reputation of allowing that will not be in chief of mission, deputy chief mission or principal officer positions. But that requires that we all speak up and be truthful about the experiences that we’re having so that we have the information we need to ensure we’re getting the leaders that our workforce deserves. AFSA: Two years ago, the Government Accountability Office did a study, and it reported uneven progress in improving diversity from 2002 to 2018. And recent studies show that the senior ranks of our Service are less diverse now than they were 20 years ago, which I can testify to from personal experience. Why do you think the efforts have not been successful? And how are you using the lessons learned to work on the new strategic plan and the new approach? CDIO: The lack of diversity, most acutely in our senior ranks, is something that we should all be aware of. The numbers from the GAO report were stark. You’ll see a bit more granularity when you look at our data dashboards. A lot of people push back against diversity and inclusion work, saying that to make a more diverse workforce up and down the ranks means to set aside merit-based promotions. That has been the major force behind the pushback, that we won’t be judging people on how good they are for the position if we are looking to have a diverse workforce. And that is absolutely not true. You don’t get to 87 percent of one group that is not 87 percent of the population and feel confident that all of those selections were made on the basis of merit. We intend to improve merit- based hiring by ensuring that everyone has an opportunity to reach their highest potential, not because they look a certain way, or are part of a certain gender or sexual orientation. Not because they’ve had the “right” assignments, or they know the “right” people or have the right people advocating for them. All of those things have kept senior positions in a fairly closed shop. And let’s be frank, we have to call spades spades. Those who have the vast majority of senior positions are primarily European American men. That does not come about through merit, not all of them. We are improving merit by putting that focus on diversity and inclusion. That’s what ensures that the best, regardless of background, have a real shot at success. We’re also monitoring progress and success from the employee’s perspective, as well. Now we are doing an overall survey [the “climate” survey] that’s going to start by checking in with the Civil Service and Foreign Service, on where we are, what people think about what we’re doing. The changes that we’ve already begun to make, are they working? We’re going to have a granular view of this agency. We’ve also ensured via the new core precept that it is now everyone’s job to make this work. It isn’t just my job, it’s not just the Secretary’s job, or those in this office. And it’s in the strategic plan that has been finished and is now awaiting approval from Ambassador Gina Abercrombie-Winstanley at the podium, 2022. U.S.DEPARTMENTOFSTATE