The Foreign Service Journal, September 2011

S E P T E M B E R 2 0 1 1 / F O R E I G N S E R V I C E J O U R N A L 27 tagon); rather, it’s a question of institutional training and in- doctrination. In the Army, taking care of the troops ranks in impor- tance almost as highly as accomplishing the mission, and leaders are trained from Day 1 of their careers to respect both principles. Those who are unable or unwilling to do so are quickly relieved. Contrast that with the department’s institutional mind- set, in which employees generally are conditioned to focus on the needs of immediate supervisors, the front office and senior officials. We become excellent at managing issues, but less good at leading people or building effective teams. Getting ahead is often synonymous with recognition of in- dividual accomplishments or the ability to please superiors. We are neither rewarded for team-building or “taking care of the troops,” nor substantially penalized for failing to re- spect these time-honored principles for success. Although the department has indeed tried with some success in the post-9/11 world to streamline its approach to political-military operations and transform the Foreign Service into a more expeditionary model, we have failed to instill a lasting team-building mentality among our em- ployees. Make no mistake. I believe the State Department is generally effective in its work and does much good around the world, especially considering its shoestring budget. But we could have become an even better organization had we seized the opportunity to follow through on the convergent realities of 9/11 and Sec. Powell’s strong lead- ership in remaking the department. Anthony M. Kolankiewicz FSO Embassy Warsaw Molding a More Peaceful World The 9/11 attacks occurred during the formative years of my early adulthood and strongly influenced my deci- sion to join the Foreign Service. I was asleep in bed in New York City’s financial district when I felt the boom of C OVER S TORY