The Foreign Service Journal, October 2018

THE FOREIGN SERVICE JOURNAL | OCTOBER 2018 21 employees serve in other agencies as liaisons or political advisers could help address those physical barriers—such as distance—that can’t be removed. Cultural inhibitions to information sharing are just as formidable as physical barriers. Here the department’s culture of individual (rather than team) success, of risk avoidance and of hierarchy often cause officers to err on the side of keeping their mouths shut. That hand doesn’t go up; that other section or agency isn’t added to the cc line. We should do better at promoting a culture of transparency, which encour- ages all teammembers to speak up, share information and ask questions. Set a Positive Example Leaders can set a positive example in this regard by inviting feedback and debate. The most effective leaders know that one of their primary jobs is to guide and inspire. As we progress up the ranks, we seem to lose the dynamism and passion that first led us to the State Department. We maintain our laser focus on making and executing policy and programs, but often forget that a leader’s primary job is to empower others. We need a renewed focus on com- munication at the State Department. When we communicate our values and priorities, improve the precision and frequency of our conversations, and remove physical and cultural obstacles to collaboration, we create an empow- ered workforce that sees the broader purpose of its work. We create teams that seek out the opportunity to build bonds of trust with others across the department and interagency. And we create leaders who value transparency and inclusivity. That’s a message worth spreading. n