The Foreign Service Journal, November 2021

22 NOVEMBER 2021 | THE FOREIGN SERVICE JOURNAL several bureaus have done a phenom- enal job of conducting climate surveys, exit interviews, and mentorship and sponsorship initiatives. The department should standardize and execute these best practices. Improve Accountability at the Top We continue to call for the institu- tionalization of accountability measures to put a stop to toxic leadership styles and work environments. There needs to be a re-evaluation of conduct and suit- ability mechanisms of the deputy chief of mission, principal officer (DCM/PO) and ambassadorial vetting processes. The inclusion of the CDIO on the D Committee (which reviews candidates for high-level positions) is an important structural reform. Our institutional culture, however, still disincentivizes the reporting of toxic leadership or channels such reporting into HR processes that historically have failed to hold perpetrators to meaningful account. A failure at the DCM/PO selec- tion stage to incorporate accountability would deal a major blow to the morale of midlevel officers. Without improved leadership, we will continue to perpetu- ate old models and thus hemorrhage the very talent we aspire to recruit in greater numbers. Identify Resources Diversity and inclusion councils have sprung up around the world to improve our work environments and tackle complex societal issues that seep into the workplace. These councils are doing important work; yet they are led by often overburdened volunteers passionate about our institution and inspired by optimism of what it could be. Unfortunately, many councils have lost their steam. In some cases, officers of underrepresented groups find them- selves carrying this torch in addition to their regular work responsibilities, concerned that if they were to stop working on these issues, efforts would cease. Mission and bureau front offices should champion their efforts and meet with councils regularly if they are not yet doing so. We also need professional outside help to examine our blind spots and identify resources to support volun- teers in this important work. One way to address these personnel questions is stepped-up efforts by State’s Global Talent Management and the Foreign Service Institute to train employees in the skills needed to hold these crucial and difficult conversations and develop preferred leadership practices. Promote DEI in National and Foreign Policy On his first day in office Jan. 20, President Joe Biden signed Executive Order 13985 to advance racial equity and support for underrepresented communities across the federal govern- ment. Later, in June, President Biden issued Executive Order 14035 to further advance equity within the federal government by cultivating a workforce that draws from the full diversity of our nation. Integrating DEI into our internal operations and overall foreign affairs mission requires a paradigm shift within our organization. How are we developing our leadership pipeline to manage organizational change and tackle 21st-century foreign policy chal- lenges? How are we engaging with other countries to promote equity and sup- port for underserved communities in our foreign affairs policy work?