The Foreign Service Journal, November 2011

N O V 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 33 stand for but I have no idea what lead- ership responsibilities reside in them. This, too, has a trickle-down effect. Who, for example, is accountable for making sure we never again have to bury colleagues and family members because of insufficient security re- sources? Where does the buck stop when it comes to ensuring that all em- ployees receive the training and devel- opment opportunities they need? Whose hand goes up if we have to ask why we do not have enough people, re- sources, or physical and technological support systems to do an effective job? Not long before I retired fromState, I heard the Government Accountability Office’s comptroller general say that the federal government is going to have to get used to “doing more with less.” I remember that refrain from the 1990s. I also remember the consequences. To whom do we now look to ensure we have the wherewithal to serve the president and the American people ef- fectively and safely? Note that I’m not asking which box on the organizational chart is responsible for that. I’m asking which person. I know that working in Washington is different fromworking overseas, and I know that we hold different expecta- tions of the people in leadership posi- tions. But I question whether the double standard serves us and the American people well. Opaque, dif- fused responsibilities and poor ac- countability have created serious prob- lems, past and present. Tongues cluck around town these days about the need for better man- agement and leadership across the fed- eral government. The absence of a resolution to these discussions contin- ues to absolve everyone. Let’s Change the Culture This reality impedes the depart- ment’s transition to an organization that values leadership in all places and at all levels. But it doesn’t have to be a show- stopper. We have choices. We can hope that non-career ap- pointees will take charge of our stew- ardship for us. Or we can complain about career colleagues who don’t “get it,” assignment and promotion systems that aren’t perfect, and resources that will never be sufficient. Or we can wait and hope that one day things will change …maybe. Or we can start taking responsibility for our organization ourselves. And I mean all of us, not just the people at the top. We can value leadership and ac- countability within our spheres of in- fluence and we can ask our bosses to do their part, as well. If we don’t get the results we want the first time, we can try again. After all, we’re in the busi- ness of influencing people. I leave the department with enor- mous respect and affection for all my colleagues, but especially my career colleagues. I have seen you put your- selves and your families in difficult and often dangerous places. I have watch- ed you rescue colleagues from the rub- ble of bombed embassies, and confront natural and manmade disasters that would make contestants on television survival shows run away. And I can at- test to the integrity of your work prod- ucts and the conviction with which you have stood by them in the face of pres- sure in Washington. Youmake a difference. You deserve good leadership. And so do the people who work for you. Prudence Bushnell, a Foreign Service officer from 1981 to 2005, served as ambassador to Kenya and Guate- mala, principal deputy assistant secre- tary of State for African affairs, and dean of the Foreign Service Institute’s Leadership and Management School, among many other assignments. Be- fore joining the Foreign Service, Am- bassador Bushnell enjoyed a successful career in the field of management and leadership training. Dear Readers: In order to produce a high- quality product, the FSJ depends on the revenue it earns from advertising. You can help with this. Please let us know the names of companies that have provided good service to you — a hotel, insurance company, auto dealership, or other concern. A referral from our readers is the best entrée! You Are Our Eyes & Ears! Ed Miltenberger Advertising & Circulation Manager Tel: (202) 944-5507 E-mail: miltenberger@afsa.org Where does the buck stop on ensuring that all employees receive training?