The Foreign Service Journal, October 2012

THE FOREIGN SERVICE JOURNAL | OCTOBER 2012 35 entry class, when each member of an orientation class receives a small flag for the country of assign- ment.) The Broader Mission We also asked new hires how their work connects to the broader Foreign Service mission and U.S. policy. Many of the State new entrants are serving in consular positions, and most believe that their work is directly connected to the broader mission of the For- eign Service. Consular track officer Jason Spellberg, serving in Islam- abad, describes the connection this way: “Many of the clichés about consular work are true. For one: consular work actually is the bread-and-butter of the mission. Among the primary objectives of all missions, of course, is to assist U.S. citizens in the host country and to protect the U.S. homeland. What is not as often celebrated is the fact that the consular sec- tion has the greatest impact on the U.S. image in the host country, as well. Even in Paki- stan, where U.S. policies remain highly controversial, foreign nationals care far more about consular issues than anything else the United States does. Unfortunately, the consular career track is not recognized in proportion to its importance to the State mission.” And as Salman Khalil, a consular track officer serving in a consular position in Amman, puts it: “My job directly connects to the broader mission of the Foreign Service and U.S. foreign policy. As a consular officer, I am helping to improve our image in the world, improving our economy through tourism to the U.S., and am on the front lines of national security and counter- terrorism. We are also developing relationships with host- country officials to ensure all of our citizens are treated fairly.” A Diplomatic Security special agent writes from Afghani- stan: “Our bureau creates the platform on which diplomacy is conducted by ensuring the safety and security of U.S. diplo- matic personnel and facilities.” And General Services Specialist Michael Warfield says “People can’t do their jobs if I don’t do mine.” This sentiment was echoed by many serving in specialist and management track positions. Among USAID officers, several describe the close connec- tion they feel their work has to the broader mission. A USAID environment officer puts it this way: “In South Africa, I think my work helps build relationships with a key partner and also helps local nongovernmental organizations become leaders in environmental conservation, which they can then use to grow and make even more progress in a high-biodiversity region with significant environmental challenges.” However, a USAID officer who recently served in Afghani- stan notes that “being chained to diplomatic and military objectives and failing to recognize that they can undermine our development goals” can create problems. He says: “I think USAID works in broader diplomatic interests in the long term; but when we are locked into short-term goals, we undermine the long-term impact.” This Generation “Gets” It T his generation”gets it.” I never find myself having to defend the Foreign Service against the charge that we are cookie-pushing cocktail party goers. They know that we do tough work in tough places, and that Iraq, Afghanistan or any new hot spot could be in their future. They are especially concerned about family life. Some say, ‘I would join, but I have a family.’ I try to explain that it is possible to make this career work, as a single, tandem or family. But it is tough. It’s like Rubik’s Cube (which I’m still working on!). This generation speaks the critical languages. Arabic, Hindi, you name it, they speak it. They are not intimidated by the old image of a “Boy’s Club,” an “Ivy League Club” or a club that excludes minorities. They understand that we want to represent America. They don’t understand how important it is to write clearly. Typos, grammatical errors and carelessness abound in their writing. They need to understand that writing sharply is essential. But I’ve been happy to talk to this generation. I’ve talked to thousands of them. And I’m confident that we’re in good hands. —Ambassador Tom Armbruster, former diplomat-in- residence for the New York region, 2010-2012 While State has expanded leadership training in recent years, professional management training is still lacking.