The Foreign Service Journal, October 2014

THE FOREIGN SERVICE JOURNAL | OCTOBER 2014 35 like it did for Saul Wahl, but the experience will stay with me. And the new insights will no doubt improve my management of the Ambassador’s Protective Detail, ensuring it functions as smoothly as possible. W. Paul Margulies Jr. departed Embassy Valletta as Acting Deputy Chief of Mission in August. He is the new Regional Secu- rity O cer for Embassy Bishkek. He joined the Foreign Service in 2002 and is also a Lieutenant Commander with the U.S. Coast Guard reserve. In addition to Valletta and Bishkek, his Foreign Service assignments include Kabul, Belgrade, Bucharest and Washington, D.C. A To-Do List from a Financial Management Ocer By an FMO at an Asia Post I am happy to see the State Department return to the care and development of the Foreign Service Specialist corps. What can I say after 15 years of service? I’ve been fortunate to serve in fasci- nating places, and the trajectory of my career leaves nothing to complain about. As my time with the State Department is nearing its natural end, I o er some suggestions for consideration—in the form of “A To-Do List for Management”—in the hope that things will continue to improve for future employees. • Increase the number of Senior Foreign Service positions. When one gets to the FS-1 level, especially while serving out of detail or two, but I had never been the prin- cipal. I often tried to visualize the impact of a security-related rule or regulation on a post or an individual. In most cases, since I live by these same rules, it was pretty easy for me to understand other people’s per- spectives. But, I have to admit, I never gave too much thought to protection; it comes with the job—mine as the occasional prac- titioner and the principal as someone who needs to be protected. When the Front O ce announced that I would be the chargé in December 2013, the Assistant Regional Security O cer said, somewhat tongue in cheek, “Are you going to keep the detail?” I have to admit my ini- tial thought was to ditch the protection, but it was only a eeting thought. A leadership conversation ensued in my head: Malta’s chief of mission, and the chargé d’a aires in her absence, has a dedicated Ambassador’s Protective Detail. I am a rule-follower. If the deputy chief of mission asked not to use the detail, my response would be a simple “no.” So I embraced the idea in spite of a little ribbing frommy col- leagues in the process. I announced, a bit sheepishly at rst, that the detail would carry out their normal duties. A few things stand out from the experience. My schedule was no longer my own. I was used to sharing my calendar with my sta , the front o ce and a few others, but knowing I needed to be mindful about last-minute changes was new to me. I adapted. I liked being picked up for work. I got to sit in the back of the limo and read through emails unencumbered and unconcerned about the tra c gridlock around me. I did not, however, like having the detail shadow (sometimes literally!) me during my not-so-daily afternoon run. e thing I really like about running is the solitude—no emails, just me and the road for 30 minutes. is time I had two runners, the limo and the follow, and a little claustrophobia! We live on a small island, about 19 miles long by 7 miles wide at its widest; but it was the detail that made me feel penned in. Spontaneity was out the door. at quick run to the pharmacy looked very di erent when four minders and two cars became part of the equation. at controversial movie I was thinking about going to? Not this week. ere were many more pros—and cons—of being in that position. My biggest takeaway from the experience was just that—the experience. My two days at the helmwon’t go down in history AFSA/Jeff Lau