The Foreign Service Journal, December 2022

THE FOREIGN SERVICE JOURNAL | DECEMBER 2022 29 FSJ: As you know, AFSA also honors dissent within the system through these annual awards. What has been your experience with dissent? Any advice for colleagues on when and where to dissent? AWP: As I reached more senior positions, I found that the Secretary of State or the president would almost always listen to dissenting views. Take the case of Syria: Secretary [John] Kerry consistently argued with President [Barack] Obama for a change in policy, and Secretary Kerry always had a hearing. But President Obama was deter- mined that the U.S. was not going to enter another conflict in the Middle East. The most valuable dissent messages are reasoned, unemotional explanations of why the policy needs to change. You would be surprised how seldom a disagree- ment with policy is seriously focused and articulated, as it is in a dissent message, instead of just voicing complaints in late-night office conversations. If anything, dissent is probably a career enhancer since, done correctly, it will increase the visibility of the officer. In my view, a related aspect of a dissent process would be a system to evaluate what went wrong and to learn from our mistakes. The State Department does not do this—unlike the U.S. military—because of potential embarrassment. What happened during the evacuation of Afghanistan? In Iraq? In Egypt? In the Horn of Africa? What can we learn from these events? And, just as important, when crisis situations are favorably resolved, what did we do right? FSJ: What is the essential ingredient for a successful diplomat? AWP: A successful diplomat should be able to develop relation- ships with foreigners, to understand their environment, and to attempt to influence them. Ideally, she or he will talk to foreign- ers in their own language. A successful diplomat is an equitable manager of physical and personnel resources. Increasingly, a successful diplomat has to spend time with Congress to advance the policy, since Congress is not only a source of money but also of foreign policy expertise and influence. A successful diplomat needs to have a thick skin. And, finally, a successful diplomat needs to understand the environment inWashington. Of course, no one can be all things to all people, which is why you need a teamwith a mix of talents and to recognize your own shortcomings. FSJ: Your nomination says that a frequent comment from peo- ple who have worked for you is that you are simply the best leader they have worked with in their careers. What makes a great leader in the Foreign Service? What tips do you have for aspiring leaders? AWP: I am gratified to hear that. Surveys show that what subordinates want most is someone who makes decisions. That gets easier as you get more senior. Trust your instincts. You will mostly get it right. Give subordinates a lot of running room. The State Department is full of smart, dedicated people with good judgment, and they don’t like someone monitoring their every step. One of my problems as a leader was that I tended to Left: On June 11, 2008, Ambassador Anne Patterson (center) visits with Consul General Lynne Tracy (to her right) and staff at Consulate General Peshawar. Below: Ambassador Patterson walks with Secretary of Defense Chuck Hagel upon his arrival in Cairo, Egypt, April 24, 2013. DEPARTMENTOFDEFENSE/ERINKIRK-CUOMO COURTESYOFANNEPATTERSON