Money quote(s):
The reaction from the U.S. Marine Corps and the U.S. military as a whole has been to add the book and its criticisms to the list of lessons that need to be learned from the disastrous U.S. experience in Afghanistan. The State Department and USAID, by contrast, have reacted angrily to Chandrasekaran's account, blaming the messenger rather than looking into what they might learn from the message."
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"Since at least the First Gulf War, American society has raised the U.S. military onto a pedestal, constantly praising the military, even when its performance has been, by objective standards, not terribly great. Is it any wonder U.S. military leaders feel they have room for introspection and self-criticism?
The State Department rarely garners similar praise from the American people or its elected leaders. Republican congressmen on Capitol Hill talk a big game on national security and vow never to cut the military's budget, while at the same time threatening to slash the International Affairs budget by 20 percent. U.S. military officers and troops are held up as the best of what America has to offer, while diplomats . . . well, few Americans are quite sure of what diplomats even do.
That's a pity because, despite bungling the admittedly challenging Afghanistan mission, the State Department has a pretty good story to tell about itself." (Bold typeface added for emphasis. - CAA.)
It's one of those perennial delusion of the American body politic: that foreign aid and diplomacy (State and USAID) are where all the money goes, when quite the reverse is true.
(This is not to say that the dollar amounts aren't large, from any individual citizen's perspective. It's certainly more than I'll ever have in my wallet or bank account. Even my Swiss and Caymen accounts. But they amount to rounding errors in the context of the federal budget as a whole.)
"One of the illicit delights of reading the WikiLeaks cables has been to discover what wonderful diplomats the United States has in its service. The reports written by U.S. ambassadors and their subordinates are knowledgeable, literate, pithy and often amusing. They confirm, in a larger sample size, my anecdotal experiences visiting embassies around the globe. I remember, for example, spending an afternoon with the U.S. Embassy in Riyadh in 2010 and being blown away by the competence and professionalism of the staff. Many foreign service officers were on their third tours in the country, and even the newest officer -- charged with running the motor pool, of all things -- spoke fluent classical Arabic as well as several dialects."
CAA has not, of course, actually read anything at the Wikileaks site. That's still a no-no.
But CAA did read a few of the articles which were written about those State cables which were leaked, and they tended to echo Mr. Exum's impression: well-written, insightful, and honest; telling "truth to power" as it were.
And as for the motor pool officer.... it's helpful, in foreign countries, if the guy in charge of the motor pool's drivers and mechanics can actually speak their language. That tends to help with little things like telling them what you want them to do.
"Unfortunately, the State Department is not very good at telling its story to either the U.S. Congress or the American people. When people effectively stand up for the budget of the State Department and make the case for a larger International Affairs budget, it is too often either U.S. military officers or conservative, "pro-military" defense intellectuals. The State Department and its foreign service officers deserve some of the blame here. I recently finished John Lewis Gaddis’ biography of George F. Kennan, and Kennan’s life is a reminder that those Americans who are most knowledgeable about other cultures can often be the most contemptuous and ignorant of U.S. domestic political culture. Foreign service officers who do not hesitate to spend endless afternoons drinking chai with Central Asian warlords somehow can't, by and large, stomach the occasional coffee with a junior congressman from Nebraska." (Bold typeface added for emphasis. - CAA.)
State has gotten better, having taken a leaf from the DoD and individual uniformed services books and established a permanent liaison presence on Capitol Hill itself, for both houses of Congress. Those folks work daily to increase Congresional awareness of what State (and the Foreign Service) have to offer them in terms that they understand, such as helping members of Congress in providing constituent services (to use a consular example).
So I'm not sure what Mr. Exum means in terms of avoiding coffee with congressmen. For FSOs abroad, generally the last thing visiting CODELs want to do is talk with U.S. diplomats so when they're abroad finding facts. They can talk to State Dept. people when they're in Washington, by gum!
"The result is that the State Department as an organization constantly feels that it is under pressure and underappreciated by its appropriators. We should not wonder, then, why such an organization fails to be introspective or critical of itself. That shortchanges both America and the State Department"
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"A military can defend -- or learn from -- its performance during a war, but diplomats and aid workers can rarely demonstrate how their efforts toward conflict-prevention preclude a need for the military to get involved in the first place. And the efforts of diplomats and aid workers rarely benefit the economies of congressional districts in the same way military bases or the arms industry does.
Nonetheless, if the State Department and USAID are ever going to have the confidence to be as self-critical as the U.S. military, they have to better sell their efforts to the American people and its representatives in Washington."
It's like Al Pacino said in The Recruit: "Our failures are known. Our successes...are not." When a country doesn't fall apart, collapse into civil war, or things don't otherwise get worse; was that because the U.S. was effective in that country or would it have happened anyways. It's always hard to prove a negative.
That being said, as a consular manager, CAA likes to take whatever opportunities he can to garner a little American good will for the State Department, for the Foreign Service, and of course for the dedicated and wonderful people who make up what used to be called the Consular Service.
How to do that? Well, in terms of Congress itself and congress members specifically, be timely and appropriately respectful in responding to congressional inquiries. This should be a given, of course, but it should at least be mentioned.
Some parts of the federal government think that stonewalling or otherwise blowing off questions or requests from the people who vote on their agency's budgets is a good idea. I've never gotten that impression about State, but let's not slack off on this.
Have an office SOP (standard operating procedure) for responding to congressional inquiries which includes things like setting a suspense date when they're received, some simple process for recording and tracking each inquiry's progress, an easily understood scheme for assigning individual responsibility for researching and then drafting a response, and some form of review process by a manager.
CAA likes for the staff under his supervision to have as much "ownership" of their caseload as is practical. So if an inquiry has to do with a particular employees caseload or portfolio, such as a visa case that they handled themselves, then CAA would always have that FSO research and draft the response.
For one thing, every FSO should know how to correctly write an official letter to a congressmen using the correct protocol and forms of address. This is pretty basic stuff, but there's nothing like doing it to gain familiarity and a level of professional comfort.
For another thing, CAA believes in empowering subordinates. This goes along with owning your portfolio or caseload. Supervisors and leaders should set goals, set standards, and then get the Hell out of the way and not micro-manage if they can avoid it. Sometimes being a leader means butting back into a particular case, but if your staff is properly trained (and HR didn't send you an idiot), this shouldn't happen all that often.
Proper formats for responses, including standard language (i.e., boilerplate) should be standardized and readily available for FSO (or local staff) to consult or plagiarize.
And CAA's FSO staff could put their own signature block on their responses if they wanted, or CAA would put his; however the FSO was most comfortable. In some cases, it will be wiser to put a more senior person's name on it, but when that happens it's best to explain to your FSOs why you made that decision.
An example is when an inquiry may be controversial and you want to divert any lightning bolts from Mount Olympus away from your junior officers.
(If you're the leader, providing top cover to your followers is just part of why they pay you the big bucks, after all.)
CAA also likes to respond to congressional inquiries in the medium by which they are received. If an inquiry comes in electronically, then by email shall it be answered; but with a hard copy to follow by mail.
In fact, CAA used to send an electronic copy of his office's responses as email attachments even when the inquiry itself arrived in hard copy, just to let the congressional offices know that a response to their question was on its way, with a sneak preview so they weren't being held in suspense or anything.
CAA once dated a congressional staffer who had as a major part of her responsibilities the logging and tracking of correspondence her congress member's office received, much of which fell under the heading of congressional inquiries that were relayed to individual agencies.
(This was a few years before meeting Mrs. CAA, but that's not really germane.)
The point is that the handling of such matters is a core function of any congressional office. So FSOs would be wise to bear that in mind.
The further point is that good congressmen know how to field requests and questions by their constituents, and like good players of America's pastime, they know how to field the balls that come their way.
So FSOs need to do the same, and with the same understanding of their importance. They really do come from the people who pay our salaries and they are routed to us by the people who set those salaries.
(There are other ways FSOs can implement outreach to congress or the U.S. citizens, but that'll have to wait for another post on another day.)
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