The Foreign Service Journal, July-August 2015

THE FOREIGN SERVICE JOURNAL | JULY-AUGUST 2015 45 trajectory. This approach fed into a number of our report’s recommendations. For example, the QDDR supports an overhaul of leader- ship and management training to elevate hands-on, in-context coaching, not just the study of abstract ideas. It also supports broadening and deepening vetting for people who will assume State and USAID’s highest positions, so that these leaders demonstrate a pattern of treating their teams professionally and inspiring them to their best performance before assuming greater responsibilities. 5. Diplomatic Mastery and Professional Development The QDDR strives to change State and USAID’s organiza- tional culture to reflect larger societal changes. Both organiza- tions need a more agile, nimble and diverse workforce that can quickly adapt to the fluid and unpredictable nature of global events. The QDDR endorses the new Diplomatic Mastery cur- riculum being developed at the Foreign Service Institute, as well as new “blended and continuous” training materials being developed for real-time use at posts. In addition, our report advocates giving Foreign and Civil Service employees more opportunities to circulate within and between State and USAID and take more long-term training and excursion tours. Given the understandable fear that such rotations will take employees out of their career trajectory, the QDDR calls for more serious and meaningful performance evaluations for such “out-tours.” No organization changes its culture overnight—certainly not large bureaucracies with their own traditions and mores. Many of the things we “have always done” exist for a good reason. But to stay on our toes and keep up with the world’s changes, we need to continually re-examine our practices, and change course where necessary. The QDDR team believes these are important reforms, but we know that they do not mean anything without a concrete plan for implementation. If there is one thing I learned from this process, it is that the review was shaped by the people who showed up. I believe the same will be true of its implementa- tion and impact. Toward that end, please consider how you might engage with our office or at your post to be part of the difficult but rewarding work of making this a better place to work, so that each of us can have even greater impact around the world. Please go to www.state.gov/qddr to find out more, and write to us at QDDRideas@state.gov. n