Posted: 3:01 pm PT
On August 8, while Secretary Tillerson remains on travel (seen in Thailand with Foreign Minister Pramudwinai in Bangkok), Deputy Secretary John Sullivan had a town hall with employees at the State Department.
According to Politico, the State Department’s No. 2 official assured staffers Tuesday that plans to restructure the department would take their concerns into full account, comparing the coming changes to U.S. military reforms following the Vietnam War. The report notes that his “reference to post-Vietnam reforms in the U.S. military suggests major changes are afoot; the military saw major changes in organization, doctrine, personnel policy, equipment and training.”
While it certainly is a good development that employees were able to hear directly from the deputy secretary and he did take and answer questions, we remain convinced that Secretary Tillerson himself needs to do the town hall, not his deputy. Secretary Tillerson often talks about accountability as one of his three core values, one that he asked his employees to adopt.
Well, morale is bad. And S is accountable. Folks need to see him and hear him address their concerns.
Had Secretary Tillerson and his inner circle expended the necessary time and energy to get to know the building and its people during the transition before jumping into reorganization, they would not be battling bad press every day six months into Tillerson’s tenure.
Politico also reported that toward the end of the town hall, Mr. Sullivan “urge State staffers not to believe everything they read in the press about what is happening in the agency.”
Okay! So that’s funny.
This was going to be our one post on the town hall, but we saw that Mr. Sullivan had now given an on-the-record briefing to members of the press regarding his town hall. So, we will do a separate post dedicated to Mr. Sullivan’s town hall. While still working on that, we have three points to make quickly.
One, the press did not invent these stories. State Department folks in and out of service are talking to media outlets. We’ve never seen these many sources talking to the press in all the years that we’ve covered Foggy Bottom. The press reports these stories, of course, some with less restraint than others, and some without context; that’s just a couple of the complaints we’re heard. Is this healthy for an organization that is already undergoing stresses brought about by the re-organization? Obviously not. And Foggy Bottom is practically a rumor machine these days. But there’s a reason for that. If folks are talking, that’s because management is not doing a good job communicating with the employees. Heck, we have more folks reading this blog this year, and it’s not because we’re irresistibly entertaining.
(Hello to our 500,000th visitor this year! We’re glad to see you here!)
Two, there’s a lot that the Tillerson Front Office is doing that we don’t understand. And that’s okay, we’re not privy to their thinking or their plans. And since the State Department’s Public Affairs shop has put us on its shit list (you know, for laughing out loud during April Fools’), there’s no way to get an official word from the Building. If we’re using our own resources without official comments from Foggy Bottom to help explain whatever it is they’re doing, just know that we did not ask them to put us on their shit list. That was perfectly voluntary on their part.
So anyway, when people — who have dedicated their lives to this organization for years, who have gone through other transitions and survived, who have served under Democratic and Republican administrations and supported the policies of those administrations when they were in office (as they’ve affirmed when they were appointed to these jobs) — when those folks throw up their arms in frustration and distress, and they, too, do not understand, then we have to sit up and pay attention. It doesn’t help that Secretary Tillerson and his immediate people, when they do talk uses descriptions of what they’re doing as if they’re in an alternate universe. “No preconceived notions,” “employee-led reorganization” “no chaos” — we do not need to be a genius to recognize that those are talking points intended to shape their preferred narrative.
Three, the notion that Secretary Tillerson and his people arrived at Foggy Bottom where everything is broken, and they are there to fix it is kinda funny. They did not know what they did not know, but that did not deter them from doing stuff, which broke more stuff. Perhaps the most substantial reinvention of the State Department in modern times, about systems, and work, and people, happened during Colin Powell’s tenure. That happened because 1) Powell was wise enough to recognize the value of the career corps; and 2) he brought in people who were professionals, who knew how to work with people, and — let’s just say this out loud — people who did not have atrocious manners.
When Secretary Powell showed up in Foggy Bottom in January 2001, he told State Department employees, “I am not coming in just to be the foreign policy adviser to the President,… I’m coming in as the leader and the manager of this Department.” The building and its people followed Secretary Powell’s lead because they could see that his actions were aligned with his words. And of course, Secretary Powell did not start his tenure by treating career people with 30-year service like trash by giving them 48 hours to clear out their desks.