The Foreign Service Journal, December 2018

54 DECEMBER 2018 | THE FOREIGN SERVICE JOURNAL from the start as to their expectations of the local staff. Just as the officers must acclimate themselves to the new environ- ment, local staff must adapt to their new managers. It can be easy to assume that local employees don’t need much, if any, guidance, because they are accustomed to management turnover every few years. I am here to tell you there is nothing further from the truth! Our workplace is ever-changing. Share and share alike with all your staff—whether they have three days or three decades of service behind them. Understanding What the Real Needs Are n SOPHEAP CHHEAV, EXBS PROGRAM COORDINATOR, U.S. EMBASSY PHNOM PENH, CAMBODIA I was born and grew up in Phnom Penh. I started working at Embassy Phnom Penh in 2010 with the Office of Defense Coopera- tion. I worked for ODC for six years before moving to the Export Control and Related Border Security (EXBS) Program in 2015, and have been there since. American employees need to understand the local culture because it will help them get along well with local staff. Listen to the LE staff regarding coordination and cooperation between the host government and the United States because they understand their government well. They are also the ones who will stay and work in the embassy for a longer time. Local staff are the key people who convey the messages between two governments, so the message must be balanced. for inspired officers, to truly create an enduring success story, make it a team effort with the local employees. Local employees are institution-builders too, carrying out the daily tasks that enable the managing officer to focus on pro- gram management. They represent the continuity of a mission and, as such, will be the ones who continue to carry the torch long after individual supervisors have moved on to other posts. With this in mind, my advice to U.S. direct hires is to learn to have confidence in their Locally Employed staff by soliciting their input. This may be easier for seasoned career diplomats than for first- or second-tour officers, but it is never too early to try. For example, before laying out your plan for a policy change or a reconfiguration of operations, make inquiries about past efforts by your predecessors. Chances are, one of them had a similar idea! Your local staff is there to provide background, which is of immeasurable value. In fact, the local employees are the eyes and ears of post. Tap into their knowl- edge. Don’t be blind or deaf to their contributions. You might be asking yourself how you can put your trust in someone you just met. The easiest and most effective way is to take the time to meet with each of your local employees within the first couple weeks after arriving at post. How they welcome you and your new ideas is largely dependent on your desire to take an interest in them. Try to speak a couple of words in the local language—even if you are in a position that is not lan- guage-designated. This first contact will go a long way toward fostering mutual respect between managers and subordinates that will, in turn, pave the way to open communication and a fruitful professional relationship. Once you have gained mutual confidence, lean on your local staff. Many of them have been at post longer than you have been in the Foreign Service. Showing that you rely on them can go a long way to reinforce the initial trust. Listen to them when they advise you on local labor laws. Empower them to make deci- sions. You have the final say; but allowing LE staff to take part in decision-making situations adds to their feeling that they are valued by the section and will add dimension to your results. Finally, I would encourage American officers to be clear Local staff represent the continuity of a mission and, as such, will be the ones who continue to carry the torch long after individual supervisors have moved on to other posts. —Helane Grossman Sopheap Chheav.