The Foreign Service Journal, July-August 2021

22 JULY-AUGUST 2021 | THE FOREIGN SERVICE JOURNAL and software solutions that provide tools for sharing knowledge, mobilizing net- works and generating innovative policies from our collective “hives.” We also need to encourage lively debate. American diplomats have the Dissent Channel (created during the VietnamWar), but it must be reinvigo- rated to allow for more discussion when policies go astray. Those who stand up and speak out must be protected and even rewarded, rather than silenced. By incentivizing innovation, reward- ing those who speak up and lauding individual accountability, we can decen- tralize decision-making and implemen- tation processes and change our risk- averse culture, leading to team-oriented management and visionary leadership free of micromanagement. Enhance the Work-Life Environment The life of a diplomat is challenging, especially for the families we bring with us to our postings around the world—children, spouses and some- times even parents. Our foreign min- istries should formalize professional opportunities for spouses, ensuring that their strengths and knowledge are honored and rewarded as we move from post to post. This would not only add expertise and networks to the “whole of mission” effort, but it would also strengthen our diplomatic services’ attractiveness for applicants frommore diverse back- grounds. With this in mind, financing and institutionalizing a Diplomatic Reserve Corps would be an important tool. In Germany, for instance, this must be coupled with reforming social security regulations that discourage diplomatic spouses from seeking employment; and discontinuing tax exemptions that give excessive benefits to households with one spouse unemployed ( Ehegattensplitting ). These days, diplomats spend less time in an office and more time meet- ing and interacting with civil society and the political, economic, thought and media leaders of our host countries to strengthen ties through personal relationships and trust. As social media users, amateur chefs, musicians, crafts- people or sports lovers, our diplomats should have a task-supportive work-life as their working environment—rather than the traditional “9-5” (or in our case, often 8 a.m. to 7:30 p.m.) workday. Connecting this concept with what was highlighted above on wasteful bureaucratic processes, our 21st-century diplomats can best serve their societies by broadly and authentically represent- ing them—for example, by bringing international exchanges of sportsmen and sportswomen to their host coun- tries, in the best tradition of Ping-Pong diplomacy. The power of sports diplomacy should no longer be left to officials of the Inter- national Olympic Committee or FIFA, soccer’s world governing body. In our social media–driven times, personally committed diplomats can generate more impact and reach more people through their own activity than a report sent to headquarters. In the 21st century, diplomats remain indispensable for any government, and we can be even more helpful when motivated and supported by a modern work environment. We loyally serve our elected leaders, our nations and our fellow citizens. Indeed, we are the heart of our societies’ missions overseas to the benefit of our respective countries and the global arena. n