[twitter-follow screen_name=’Diplopundit’ ]
Last week, the Office of Inspector General told us that the State Department has already adopted some of the OIG’s major recommendations, such as updating the Foreign Affairs Manual to address leadership (see Don’t Give Up On Us Baby: State Dept OIG Writes Back on Leadership and Management). So we went and look it up. Updated in January 2014, 3 FAM 1214 (pdf) now includes the Leadership and Management Principles for Department Employees. It covers the State/USAID/BBG/Commerce/Foreign Service Corps-USDA and applies to Civil Service and Foreign Service Employees. Excerpt from the relevant section:
a. The Department relies on all employees to represent the U.S. Government in the course of carrying out its mission. The Foreign Service Core Precepts and the Office of Personnel Management’s Executive Core Qualifications, in addition to existing Leadership and Management Tenets, such as those established by Consular Affairs, Diplomatic Security, Economic and Business Affairs, and Public Diplomacy, set clear expectations for their employees. Additionally, the Department as an institution embraces an overarching set of Leadership Principles. The established Department-wide Leadership Principles apply to and can be used by anyone, regardless of rank or employment status (e.g. Civil or Foreign Service, Locally Employed Staff, or contractors).
b. Supervisors and managers have a unique opportunity and responsibility to lead by example and foster the highest attainable degree of employee morale and productivity. However, you do not need to be a manager to be the leader.
The following principles reflects the values the Department believes are important for all employees to cultivate:
(1) Model Integrity – Hold yourself and others to the highest standards of conduct, performance, and ethics, especially when faced with difficult situations. Act in the interest of and protect the welfare of your team and organization. Generously share credit for the accomplishments of the organization. Take responsibility for yourself, your resources, your decisions, and your action;
(2) Plan Strategically – Develop and promote attainable, shared short and long term goals with stakeholders for your project, program, team, or organization. Provide a clear focus, establish expectations, give direction, and monitor results. Seek consensus and unified effort by anticipating, preventing, and discouraging counter-productive confrontation;
(3) Be Decisive and Take Responsibility – Provide clear and concise guidance, training, and support, and make effective use of resources. Grant employees ownership over their work. Take responsibility when mistakes are made and treat them as an opportunity to learn. Formally and informally recognize high quality performance;
(4) Communicate – Express yourself clearly and effectively. Be approachable and listen actively. Offer and solicit constructive feedback from others. Be cognizant of the morale and attitude of your team. Anticipate varying points of view by soliciting input;
(5) Learn and Innovate Constantly – Strive for personal and professional improvement. Display humility by acknowledging shortcomings and working continuously to improve your own skills and substantive knowledge. Foster an environment where fresh perspectives are encouraged and new ideas thrive. Promote a culture of creativity and exploration;
(6) Be Self-Aware – Be open, sensitive to others, and value diversity. Be tuned in to the overall attitude and morale of the team and be proactive about understanding and soliciting varying points of view;
(7) Collaborate – Establish constructive working relationships with all mission elements to further goals. Share best practices, quality procedures, and innovative ideas to eliminate redundancies and reduce costs. Create a sense of pride and mutual support through openness;
(8) Value and Develop People – Empower others by encouraging personal and professional development through mentoring, coaching and other opportunities. Commit to developing the next generation. Cultivate talent to maximize strengths and mitigate mission-critical weaknesses;
(9) Manage Conflict – Encourage an atmosphere of open dialogue and trust. Embrace healthy competition and ideas. Anticipate, prevent, and discourage counter-productive confrontation. Follow courageously by dissenting respectfully when appropriate; and
(10) Foster Resilience – Embrace new challenges and learn from them. Persist in the face of adversity. Take calculated risks, manage pressure, be flexible and acknowledge failures. Show empathy, strength, and encouragement to others in difficult times;
And here is a detail appended to this section of the Foreign Affairs Manual on spouses; keep this handy should some senior spouse try to twist your arms to do something you’d rather not be doing:
3 FAM 1217 Participation of Spouse
(CT:PER-571; 09-27-2005) (Uniform State/USAID/BBG/Commerce/Foreign Service Corps-USDA) (Applies to Foreign Service Employees Only)
Unless working as an employee or contractor, participation of a spouse in the work of a post is a voluntary act of a private person, not a legal obligation which can be imposed by any Foreign Service officer (FSO) or spouse. Nonparticipation of a spouse in representational, charitable, or social activities in no way reflects on the employee’s effectiveness on the job.
As always, we’d like to know how this works in real life.
* * *
- Don’t Give Up On Us Baby: State Dept OIG Writes Back on Leadership and Management (diplopundit.net)
- QDDR II Walks Into a Bar and Asks, What Happened to the Bureau of Conflict and Stabilization Operations? (diplopundit.net)
- State/OIG Files Report to Congress, Wassup With the In-Depth Review Over CBS News Allegations? (diplopundit.net)
- Reforming U.S. International Broadcasting (Part Two): What to do About the BBG? (mountainrunner.us)
- Watchdogs Publish More Information on Whistleblower Rights (pogo.org)
- U.S. Shortwave Broadcasting to Asia Is Muted (ivoter.com)