Insider Quote: “If there were more of us willing to speak up about issues that matter …”

Posted: 12:02 am EDT


Amelia Shaw joined the Foreign Service (public diplomacy cone) in 2014 after careers in journalism and public health. She is currently doing consular work in Tijuana, her first post. She is the 2015 recipient of the W. Averell Harriman Award for Constructive Dissent. Below is an excerpt from Deconstructing Dissent, FSJ | September 2015:

“I am proud that I found a constructive way to take a stand on an issue that matters to me. But I can’t help wondering what the department would look like if there were more of us willing to speak up about issues that matter, large and small, regardless of whether or not we think we can actually change anything. Or as one senior officer pointed out to me, we dissent every day—but the difference is whom we dissent to and how far we are willing to go with it. At heart, it’s a question of integrity. Sometimes just adding your voice is enough.”

— Amelia Shaw
Foreign Service Officer



Most Apt Question on #ClintonEmails: “Simply put, where was everyone?”

Posted: 2:36 am EDT


“I remain mystified by the fact that the use of a private e-mail account apparently went either unnoticed or unremarked upon during the four-year tenure in office of the former secretary” […] ”Simply put, where was everyone? Is there any record indicating that any lawyer, any FOIA officer, any records person, any high-level official ever respectfully confronted the former secretary with reasonable questions about the practice of sending e-mails from a private account? It is unfathomable to me that this would not have been noticed and reported up the chain.”

Jason Baron
Former Director of Litigation, NARA
Source: HRC Emails: Federal officials voiced growing alarm over Clinton’s compliance with records laws, documents show


Center for Strategic Counterterrorism Communications and Bureaucratic Bang! Bang!

Posted: 1:18 am EDT


“The fate of the CSCC just underscores the difficulty of experimentation in government — there is zero tolerance for risk and no willingness to let a program evolve. […] “It’s easier to do the same stuff over and over and wring your hands instead of investing resources and having patience.”

Daniel Benjamin
Former State Department CounterTerrorism Chief
Source: WaPo in In a propaganda war against ISIS, the U.S. tried to play by the enemy’s rules | May 8, 2015


Video clip via WaPo:

Insider Quote: Petty Little Beaver Plays Dirty in Humans of the Foreign Service

Posted: 6:53 am PDT


“You are not in the Senior Foreign Service, and you never will be in the Senior Foreign Service, because somebody has told the Senate all about you!” 

— petty little beaver (who never left high school but now representing the United States of America) to person who refused to give job endorsement


Related post:

The Odd Story of “Vetting/Scrubbing” the Tenure/Promotion of 1,800 Foreign Service Employees in the U.S. Senate


Quote: “I did email with her … I don’t remember exactly how it showed up.”

Posted: 12:04 am EDT



“I did email with her from time to time and I don’t remember exactly how it showed up.”

Treasury Secretary Jacob Lew


At a hearing at the House Financial Services Committee in Washington, on March 17, 2015 when asked by GOP lawmaker, Rep. Sean Duffy (R., Wis.), if he knew Mrs. Clinton was emailing on a private account.  Mr. Lew was the Deputy Secretary of State for Management and Resources from January 28, 2009 – November 18, 2010 when the D/MR position was first established.



Insider Quote: “It’s a good thing that I treated them well …”

Posted: 00:46 EST


“Oh, yes. I’ve been traveling. I went back to doing what I started out doing 35 years ago. I take courier trips. And the people that used to work for me I now work for them and it’s a good thing that I treated them well.”

— Richard E. Thompson
Diplomatic Courier
Interviewed by Raymond Ewing on April 16, 2001 for the ADST Oral History Project (pdf)

What’s the diplomatic translation of “I don’t want to hear any more of his dribble”?

Posted: 01:32 EST


Edward W. Clark started his career in the State Department as a diplomatic courier in 1941. In 1973, he was the Political Counselor at the U.S. Embassy in Buenos Aires, Argentina. In his oral history interview for ADST, he recalled then Ambassador Robert McClintock during the military dictatorship in the country. Excerpt below is from his interview conducted by Charles Stuart Kennedy on April 29, 1992

“They expropriated the oil companies and Averell Harriman was sent down to take care of the situation because he used to play polo with some of the people in the Argentine. We had several meetings there with ministers. I remember one we had in the Embassy. Rob McClintock hosted a dinner and then we all sat around a big table. The Minister of Labor was there for some reason. He was a very talkative individual and made no sense. McClintock was translating back and forth. Finally Harriman said to McClintock, Tell that man down there to shut up. I don’t want to hear any more of his dribble.” McClintock turns to him and translates, “The Ambassador says he appreciates very much the information you have given him, thank you very much.

Mr. Clark noted in his interview that this was just before the dictatorship took over the oil companies. Ambassador Harriman apparently was sent down there “to see that they didn’t.” According to Mr. Clark, Harriman was en route home when they actually took it over and “all hell broke loose.”

Read more here (pdf).

Note:  One of our readers pointed out that the word “dribble” here must be “drivel” as in silly nonsense.  We imagine this was a result of mistranscription from the oral history interview.

Insider Quote: Integrity and Openness – Requirements for an Effective Foreign Service

Kenneth M. Quinn, the only three-time winner of an AFSA dissent award, spent 32 years in the Foreign Service and served as ambassador to Cambodia from 1996 to 1999. He has been president of the World Food Prize Foundation since 2000. In the September issue of the Foreign Service Journal, he writes about integrity and openness as requirements for an effective Foreign Service. Except below:

I can attest to the fact that challenging U.S. policy from within is never popular, no matter how good one’s reasons are for doing so. In some cases, dissent can cost you a job—or even end a career. And even when there are no repercussions, speaking out may not succeed in changing policy.

Yet as I reflect on my 32 years in the Foreign Service, I am more convinced than ever how critically important honest reporting and unvarnished recommendations are. And that being the case, ambassadors and senior policy officials should treasure those who offer different views and ensure that their input receives thoughtful consideration, no matter how much they might disagree with it.

Read in full here.







Don’t Give Up On Us Baby: State Dept OIG Writes Back on Leadership and Management

— Domani Spero


In the years that we’ve blogged about the State Department and the Foreign Service, we’ve covered the Office of Inspector General (OIG) quite a bit.  The complaints that reports to the OIG were ignored or forwarded to other parts of the bureaucracy are not new.  We have readers bending our ears about that specific issue for years.

Recently, we had a Burn Bag submission saying “The OIG can’t and won’t save us. They stress, the Bureaus, not the OIG, should be the “bad leadership police.”

That is troubling, yes?  To paraphrase the Dalai Lama, if people lose hope, that’s your real disaster. If employees start thinking and feeling that their institution do not care about them, how soon before the employees stop caring about their institution?

So we sent the following questions to the Office of Inspector General:

Is it true that complaints or allegations of bad leadership or mismanagement are forwarded by the OIG to the bureaus to handle?

Do you think that the bureaus are equipped to police their own ranks?

Who do you go to if you have complaints about mismanagement at the bureau level?

If top officials are not accountable for their bad leadership or mismanagement and as these officials are reassigned from one post to the next, doesn’t this build a negative impact on morale and ultimately on the institution?

I am trying to understand why the OIG, which is often, the last resort in many of these cases, does not think effective management and leadership is a priority as he embarks on his new tenure at State?

Yesterday, we received the following response:


Oops, excuse me, that’s Hutch’s 1977 smash-hit single. If you don’t remember him, that’s because I’m officially an oldster protected by ADEA.  And he’s that fellow from the original Starsky and Hutch.


Here’s the official OIG response, republished below in full:

Leadership and management are challenges for the Department and an oversight priority for the Office of Inspector General (OIG). IG Linick has discussed leadership and management issues directly with the Secretary and the Deputy Secretary for Management and Resources. Each of the divisions within OIG play a role, often collaborating to hold the Department accountable for ineffective leadership and mismanagement.

OIG’s Office of Investigations (INV) learns of ineffective leadership or management through Hotline reports, from our Office of Inspections (ISP), and in the course of its own investigations. INV addresses complaints about Department leadership and management in a number of different ways. OIG investigators conduct initial reviews of mismanagement involving fraud, waste, abuse, administrative misconduct, or retaliation against whistleblowers, for example, and refer matters to the Department of Justice when there is evidence of possible criminal or civil violations.

There are, however, circumstances that prompt OIG to refer leadership and management concerns to the Department. If, for instance, a complainant’s allegations relate to a personnel matter, such as allegations that an official used abusive language with subordinates, OIG may notify appropriate Department officials about the alleged perpetrator so that they may take action. Thus, if such a complaint were about a COM or DCM, OIG would notify the relevant Assistant Secretary and Director General. Matters referred to the Department are monitored for appropriate follow-up. In other circumstances, when warranted, OIG will send investigators to look into the allegations directly.

OIG’s Office of Investigations notifies OIG inspectors of allegations or complaints about leadership and management at posts and bureaus to help ISP prioritize its work and to identify areas that should be assessed during formal inspections. OIG monitors compliance with its recommendations and brings them to the attention of Congress through formal and informal means. ISP evaluates the effectiveness of leadership and management in the course of its inspections, and it may move up scheduling of a post’s inspection when these types of concerns surface in survey results or by other means.

Over the years, ISP has made recommendations to the Department aimed at improving Department-wide leadership and management issues, such as recommendations that the Department develop directives on leadership or management principles, conduct 360-degree surveys on its leaders, enhance First And Second Tour (FAST) mentoring, and be more innovative in providing sustained leadership and management training to Foreign Service Officers throughout their careers. The Department has already adopted some of OIG’s major recommendations, such as updating the Foreign Affairs Manual to address leadership. It has also begun to conduct its first 360-degree survey of COMs.


We  appreciate State/OIG’s effort  to address our questions. We hope this is helpful to our readers. We will have a follow-up post later on.

* * *