Posted: 1:45 am ET
Back in November, following the departure of Maliz Beams as State Department Counselor and redesigner-in-chief, the State Department released a statement on who takes over her role in leading the redesign efforts: “Effective immediately, Christine Ciccone will step in to lead the redesign effort and manage its daily activities.”
Politico recently reported about the State Department’s rebranding of Tillerson’s redesign; it will now be called “The Impact Initiative.” (see Tillerson’s #Redesign Gets Rebranded as “The Impact Initiative” or TII But Why Not TELII?).
We understand that Christine Ciccone is no longer leading the redesign effort. Career diplomat Dan B. Smith is reportedly now tapped as the head of The Impact Initiative. Ambassador Smith was previously a U.S. Ambassador to Greece. He was appointed Assistant Secretary of State for Intelligence and Research on February 14, 2014, and serves in that position to-date.
The Impact Initiative recently meet, and apparently the space aliens running the “leadership coalition” meeting (attended by a group of ambassadors, former ambassadors, and a few mid-levels) asked the senior officials to come up with “leadership precepts.” The group pointed out to the space aliens who landed in Foggy Bottom that the State Department already have them.
And the best news is — they’re already in the Foreign Affairs Manual!
We’ve previously written about this in 2014, but looks like the FAM cite was updated in 2015, so we’re republishing them below (see Leadership and Management Principles for State Department Employees).
3 FAM 1214
Leadership and Management Principles for State Department Employees
(Uniform State/USAID/BBG/Commerce/Foreign Service Corps-USDA)
(Applies to Civil Service and Foreign Service Employees)
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 Managements 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 reflect 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;