22 JUNE 2025 | THE FOREIGN SERVICE JOURNAL strating that specialists are vital to policy success. My experience proves that specialists have the skills to contribute beyond their designated roles, yet these pathways to leadership are not always clear or accessible. Admin-Technical Designations Serving overseas with an “admintechnical” designation further compounds this divide. This label signals, in no uncertain terms, that these specialists are not viewed the same as generalists. The admin-technical designation also financially disadvantages some specialists. For example, in some countries a specialist with an admin-technical designation cannot claim any tax exemptions. These specialists pay taxes in the host country on goods and groceries, while in these same countries, FSOs do not pay local value-added (VAT) taxes. Also, with that designation they may not have the same diplomatic immunity as generalists in the case of accidents, fights, or other matters. It marks us as separate and lesser in the eyes of those outside the U.S. mission. This designation affects how specialists are perceived both inside and outside the mission, diminishing the critical work we do and creating an unnecessary hierarchy that undermines team cohesion and interferes with mission success. Challenging the Status Quo How can we challenge this system without being seen as disruptive? First, we must unify our language. “Foreign Service officer” should refer to both generalists and specialists, with equal acknowledgment of our contributions, despite the different entry tests each takes and the different ways each group is commissioned into the Foreign Service. Words matter. They reflect the values of our organization and shape how we see ourselves and each other. Updating our recruiting materials and internal communications to reflect this unity would send a clear message that we are serious about inclusion. Second, we need to create opportunities for specialists to showcase their expertise beyond support roles. As a diplomatic technology officer, I’ve actively involved myself in conversations and initiatives where specialists are often underrepresented. For example, I’ve been able to integrate my technical knowledge into broader mission planning and strategic discussions, as well as outward-facing roles with public diplomacy, proving that specialists are not just implementers but essential contributors to policy and mission success. An additional example is the Secretary’s Leadership Seminar at Harvard. In each of its five years of existence, approximately six DTOs have been selected, while each year 25 FS-2s and 25 GS-14s are selected. Specialists have operational awareness that can be crucial in decisionmaking processes, yet we are often sidelined. Changing this narrative requires a commitment from leadership to recognize and utilize specialist expertise in ways that go beyond support functions. Finally, we need to promote mutual understanding between generalists and specialists. While serving as the AF rover, I see firsthand the importance of understanding and appreciating your colleagues’ roles. In Kinshasa, for example, there was a successful initiative for which staff participated in role exchanges, allowing both generalists and specialists to learn about each other’s responsibilities. This not only enhanced mission success but also promoted a sense of cohesion and teamwork. A Call to Action for Specialists I urge my fellow specialists to challenge the status quo by stepping into roles and conversations where we’re often underrepresented. We have the knowledge, the skills, and the experience to contribute meaningfully beyond the confines of our technical responsibilities. We need to make our voices heard and showcase how operational awareness can enhance decision-making and mission outcomes. Additionally, we must increase specialist representation on promotion, hiring, and tenure boards, especially those that evaluate specialists. This is not just about fairness, but also about ensuring the Foreign Service benefits from the full spectrum of expertise available. I would even take it one step further and advocate that at least one specialist should sit on every generalist board. We need to address the divide between generalists and specialists and recognize the invaluable contributions that each group brings to the table. Words have power, and by changing the way we speak about and to each other, we can begin to change the structures and perceptions that have divided us for far too long. n Many specialists have decades of experience, yet we are frequently left out of crucial policy or mission discussions.
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