The Foreign Service Journal, October 2008

National Defense University, predict- ed: “A new type of leader will be required to manage these crises in the 21st century. I call these hybrids sol- dier-diplomats and diplomat-warriors. They are soldiers who can also think like diplomats and diplomats who can think like soldiers.” He went on to declare: “Diplomat-warriors will need to understand and appreciate why and how the military can be used to achieve diplomatic objectives and what operational constraints the mili- tary faces in trying to achieve those objectives.” Walker’s commentary referred pri- marily to the need for foreign min- istries to work with their defense min- istry colleagues to develop a joint cur- riculum for the cross-training of civil- ian and military officers. But in so doing, he touched on a key theme that Robert Murphy’s 1964 autobiography, Diplomat Among Warriors , addresses in depth: the ability to influence and shape the thinking of a military com- mander or defense policymaker on a “close up and personal” basis and pro- mote the value of military and diplo- matic cooperation. Political advisers are in a unique position to develop and apply such expertise. Here are some tips to facilitate the process. Bringing Added Value Essential to a political adviser’s effectiveness is mutual trust and con- fidence, a military truism that charac- terizes the close relationship that should exist between a civilian foreign policy adviser and his or her comman- der (and key staff). Without frequent access, and immediate entrée when necessary, it is difficult to penetrate the phalanx of senior military officers. Thus, the most successful POLADs are those who are integral members of the command group, participate in key decisions and almost always travel with the commander. Advice for current POLADs: If you rarely travel with your commander and do not participate in most policy and coordination meetings, something is fundamentally amiss in your adviso- ry relationship. To gain the trust and confidence of military commanders, POLADs must be able to contribute significantly to the overall mission. Regional exper- tise, cultural knowledge and language proficiency are essential capabilities, as are top-notch analytical and com- munication skills (both oral and writ- ten). The military places a premium on teamwork, so effective political advisers need to be proficient in working collaboratively with staff members. In brief, respect and sup- port from the military commander are not extended automatically or freely. POLADs must earn them. Advice to POLADS: Become very familiar with the military decision- making process to better understand that approach to problem-solving, and learn to employ its principal tenets in advising commanders on the political and diplomatic dimensions of their military responsibilities. Shared perceptions of the political adviser’s role and the interaction of civilian and military affairs should be reflected in how a POLAD and his or her staff are treated in the headquar- ters. Dr. James Bergeron, political adviser to the commander of NATO Strike Forces in Naples, has com- mented that in light of today’s com- plexities, it is necessary to import the interagency frame of reference into a major combat command’s daily oper- ations. The incorporation of civilian mid-level officers frommany agencies (not only the State Department) into the joint staffs and special mecha- nisms, such as the joint interagency coordinating group on counterterror- ism, must occur. It is also desirable to import non- official thinking into the commander’s decision-making process through the political adviser’s relations with non- governmental organizations, especial- ly those operating in military or humanitarian crisis areas, as well as think-tanks and academic institutions. Even if the commander does not ac- cept specific recommendations, such outside counsel will inform and broad- en headquarters planning. Much of this intellectual cross-fertilization can be accomplished informally, but only if sanctioned by a commander who is open to advice and information from outside his immediate command chain. A skilled POLAD can facilitate this valuable process. Advice to POLADs: A good work- ing relationship with the J9 or its equivalent, responsible for interagency and NGO coordination at most senior commands, is essential in this regard. Rank and Reach-Back Although it does not supplant a close and personal relationship with one’s commander, rank is important, as those in the POLAD community can attest. The world of our military colleagues is very hierarchical: gener- als talk to generals and colonels talk to colonels. Accordingly, State must not assume that lower-ranking officers, however knowledgeable and articu- late, can be effective political advisers to military commanders — especially O C T O B E R 2 0 0 8 / F O R E I G N S E R V I C E J O U R N A L 17 F S K N O W - H O W u Foreign Service political advisers should think of themselves as diplomat-warriors.