Tom Wheeler, Ankara, Turkey
Meintjeskop Ditaba No II/1997
Some years ago a newly appointed Ambassador
asked me what the desk expected of him.
I wrote him a letter which has since served
as the basis of a brief I have given to several Heads of Mission courses at the
Foreign Service Institute. The text below has been revised, brought up to date
and made more generally relevant. It may be of interest to readers of Ditaba.
Dear ...
Congratulations on the confirmation of your
appointment as Ambassador.
I and the other members of the Department
at Head Office look forward to working with you once you take up your
position.
I have given some thought to your question
as to what the Department expects of you as an Ambassador.
Implicitly, and more recently explicitly,
the top management of the Department regard you as the "captain of your ship”.
This has a variety of implications. You are
given responsibility for all the activities of your mission and its staff - for
the political line function, consular assistance and financial, administrative and
personnel management aspects. At the same time your freedom of action is
circumscribed by the Department's administrative, consular and financial regulations
and legislation like the Public Service Act and the Audit and Exchequer Acts.
As regards your political functions, these
can be divided into
representational, information-gathering, political interaction, marketing South
African government policy to the host government and people, multilateral
diplomacy, and promoting trade, investment and tourism. It is in these areas
where it is more difficult for the Department to be prescriptive about how you
should perform your task as Ambassador but guidelines are given wherever
possible.
How you approach your task will be
influenced by your own style, interests and objectives.
The main external influences will be the
nature and needs of Government and Departmental policy at any given time and
the nature of the relationship between the two countries. For success in this
respect, I would urge you to maintain a positive and open relationship with the
desk and the top management of the Department. It will be my intention to
maintain the same type of relationship and to be supportive of you and your
activities within the constraints of the rather different Head Office
perspective on relations with any state or government to that which exists at a
mission.
Let me comment on each of the aspects I
have mentioned above.
Representational
As the South .African Ambassador you
represent the President, the Government and the people of South Africa in the
country of your accreditation, This office gives you a particular status and
entree in that country. It brings with it a range of representational tasks
which are frequently more ceremonial than substantial. Nevertheless as the
first citizen of South Africa in that country, the way you act will be under
close scrutiny and will influence the way the Government and the people of your
host country view South Africa and South Africans.
You will also spend much time in the
company of your fellow Heads of Mission accredited to your host country. This
provides opportunities to exchange views on your host country, but also on each
other's country. Useful contacts and friendships can be built up in this way.
The social aspects of your task can be taxing,
but they facilitate contact with a broad spectrum of influential citizens of
your host country who can be of importance to you in performing your official
duties.
It is desirable, but not necessary, for you
and your wife to accept all invitations of a representational nature, or even invitations
to speak. In conjunction with your senior staff you may decide to delegate a
staff member to represent you on certain occasions.
Careful consideration should be given to
the importance of the event and the image that will be projected by your attendance
/ non-attendance.
Information-gathering
The Department is heavily dependent on the Embassy as a source of reliable
information on a broad spectrum, its foreign policy and its policy and
objectives as regards South Africa.
The Embassy has a good team of officials
who should be encouraged to develop their contacts and to report and comment
thoughtfully and rationally on the information they gather. While newspapers
are a good source of leads, the mere rewriting of the contents of articles is
not the best use of time.
Rather fax only the most relevant articles
and have the staff analyse more deeply by judicious contact with government officials,
the media and all facets of civil society.
It would encourage you to ensure that your
policy advice and recommendations to Head Office are consistent and well-thought
through. Knee-jerk reaction to pronouncements
and events or conflicting personal point of views of different staff members can be
embarrassing and cause criticism of the Embassy.
When you call on senior political leaders,
the Foreign Ministry and senior business people or other significant leaders, I
would encourage you to take a member of your staff as a “note taker” to prepare
a record, and if appropriate, a report to Head Office on your conversation. I
would prefer you rather not to report orally as there is then no proper record
and misunderstandings can arise. In this connection I would urge you to send
your reports for action to the desks concerned (bilateral or multilateral or
both) and only for information, where necessary, to the Director General and
the political leadership. This will ensure speedy attention being given to your
reports while more senior officials are not always immediately available.
Political
Interaction with the Host Government
This aspect is closely related to what has
gone before. Much of what I have said already is equally applicable here. The
difference is perhaps in the degree of assertiveness. This aspect of your task
is interactive in the sense that you need to maintain contact with Head Office
and decide jointly on each step. Head Office will need reports from your
mission to assist in the process of deciding how to proceed. Head Office, of
course, looks at a wider picture, involving domestic considerations and our
relations with other countries or our interests in multilateral and other issues.
You will on occasion be required to convey
to the head of the Government messages which will not be well received or you
will have to attempt to convince him to act or not to act in particular ways.
You may not wish to be placed in a position
which may seem likely to impact negatively on your relationship with that
government, but this will on certain occasions be unavoidable. I would advise
that your approach be open, honest and straight forward, avoiding deviousness.
Most important is our approach that the Government
does not have a hidden agenda. This will require all the sensitivity,
political skill and ability to influence which you have at your disposal and
have honed during your career. You will need to get to know the personalities
and natures of the leaders you will be dealing with and to judge how best to
achieve your objectives with them.
Marketing
South African Government Policies
As the public face of the South African
Government in your country of accreditation you will on occasion be requested
to speak at conferences or to gatherings interested in hearing an official South
African point of view or to learn more about our country, its investment or
trade potential or our recent political “miracle” .
You may also be invited to participate in
TV or radio interviews, especially when high-profile or controversial news
events involving South Africa are receiving media attention.
It will be you judgment call whether you
accept the invitation and how you approach the interview. Bear in mind,
however, that especially in TV the personal impression you leave is more lasting
than the information you impart. As I remarked above, you may wish to delegate
the responsibility for delivering a speech or giving an interview to a member
of your staff. It is for you to decide in conjunction with your advisers
(staff) on the most appropriate methods and tactics.
The Department has considerable resources
to back you, in the form of information, publications, exhibition material,
video and, of course, funding. You should feel free to ask for the support you
need.
Multilateral
Diplomacy
Multilateral diplomacy has assumed a much greater
level of importance since our political transition and since the demise of the
bipolar world.
I t is important that your mission have an
officer or a section responsible for multilateral issues. These include our
relations with the SADC and the discussions with UN, NAM, Commonwealth, OAU and
your host government on global issues like disarmament, human rights, international
economic affairs and the environment, to name but a few.
From time to time you or your staff will
be requested to discuss such issues with the Foreign Ministry or technical
departments of your host government and report on their reaction. It is not
expected of you to have a deep and profound knowledge of the issues, but the
Department will provide you with the necessary briefings and documentation.
Electronic data bases on these organisations and Issues, are also accessible to
missions.
Visitors
As a result of the political transition,
South Africa has become a fashionable place for foreign leaders to visit and, reciprocally,
many South African Cabinet Ministers and prominent figures will visit your host
country, It will be your role to facilitate, or host as appropriate, these
visits and to ensure that they achieve the maximum in terms of goodwill and
lasting benefit for South Africa and our relations with your country of
accreditation.
Your staff will be of invaluable assistance
in arranging programmes and ensuring that proper logistical arrangements are in
place. Your mission will often be judged by the success with which you handle
visits.
Promoting
Trade, Investment and Tourism
The role of the Ambassador as the
representative of South Africa lnc in his host country is receiving ever greater
emphasis.
Officials of the Departments of Foreign
Affairs and Trade and Industry are working more closely together to promote
South African exports, to encourage investment in South Africa and to look out
for tendering opportunities for projects abroad for South African firms,
Your position as Ambassador gives you
access at the highest levels of government, commerce and industry, higher than
any other member of your staff can achieve. You can, by supporting him/her,
help in achieving successes in these
critical areas.,
You can open doors for visiting South
African businessmen. The local knowledge of personalities, legislation,
culture, opportunities and business practices available in your mission can be
invaluable to them in achieving success in their business negotiations.
You will also he in a good position to
promote tourism to South Africa.This is a sector with great potential for our
country's economic growth.
Management
of your mission
You have been associated long enough with
Foreign Affairs to know that sound interpersonal relations and good communications
in all their facets are the stock-in-trade of our profession,
Those qualities are as important to the success
of your leadership of the Embassy as it is in your activities outside.
I would urge you to use to best effect the
talents of the diversity of staff members at your disposal. While there are
dearly horses for courses in the work context, avoid surrounding yourself with favourites
and relying on them to the exclusion of others. It is to the advantage of you
as Ambassador and of your staff members that you develop a relationship in
which you support their efforts and projects and they in turn provide support
and back- up up to you. In this way you are made to "look good" and
are a successful representative of your country.
The officials on the staff in
turn get job satisfaction in their particular areas of responsibility and feel
that their loyalty and support is rewarded by your willingness to act in
support of them and their objectives. Such a relationship of trust is a winner
for all parties.
The staff of your mission is made up of
representatives of several Departments - usually Foreign Affairs, Trade and Industry, the South African
Secret Service and possibly the SANDF, the SAPS, Armscor, Customs and Excise,
Agriculture and Education have staff stationed in some missions.
While they are placed under your authority
for purposes of co-ordination of foreign policy objectives, discipline and
administration, they report directly to their own Departments. While this can
be a difficult relationship and distinction to make, it is advantageous to all
if open communications can be created between the Ambassador and their head of
each section/departmental representation, as well as between officers at a
lower level.
Your Embassy will also have locally recruited
staff as they are the best attuned to local conditions and are useful if not
indispensable III your communications in the local language and in translating
from the language.
You would be well-advised to promote
personal good relations with these valuable members or the staff many of whom
spend a lifetime in the service of South Africa.
The Department places much emphasis on
planning. Without feeling obliged to make your own ideas subservient to what
has gone before, you will probably find much wisdom in what has already been
placed on the table.
An amalgam of your fresh ideas and
initiatives and those already tested may be a winning formula for you.
The success of your Ambassadorship depends
on many things, several of which I have referred to above. One of the key
factors for success is the perceptions in Pretoria and Cape Town of how you are
running your Embassy.
If these rather random thoughts and suggestions on
what the Department expects from you as the Ambassador in .... are useful to
you in stimulating your thinking and preparing yourself for assuming that role,
I will be well satisfied.
With very good wishes for your success.
Yours sincerely, ….