Interviews > Julie Chung
What inspired you to become a diplomat and pursue a career in the Foreign Service?
My family and I were immigrants from South Korea, and we saw ourselves as “adopted” by the United States and had a sense of pride in the immigrant experience. This country gave us a lot of opportunities, and we wanted to do what we could to give back. There was this patriotic sense of pride in being adopted Americans. When I was in college, I found out about the Pickering Fellowship and I found that it fit my interests. I knew I wanted to do something international and that I wanted to serve my country, and I found that the foreign service was at the intersection between the two.
Through your various roles, have you achieved what you hoped to do when you began as a Foreign Service Officer?
I had no idea what I wanted to achieve when I joined the foreign service. It can be a daunting career, being a diplomat means so many different things in different ways. But, at the same time, I never came in expecting to negotiate a big treaty or trade deals. I came in to serve and make a difference. While treaties and trade deals certainly matter, my sense of achievement was more in the people-to-people ties. For me, it is about the impact you make on others. When I was serving in Baghdad, I had an opportunity to speak with the widows of terrorism victims. The widows thanked us for listening and for being morally with them. It isn’t always about the policies, but having those individual conversations that can be meaningful achievements as diplomats.
What is one thing you wish you had known as a first tour officer? What are some of the biggest challenges that diplomats don’t consider before entering the Foreign Service?
I wish I had known about the different types of jobs in the Foreign Service. I knew about embassies or a regional bureau desk in D.C. and I didn’t veer away from that. There are so many non-traditional jobs like at the National Defense University, NSC, USTR and the Princeton mid-career study program. I regret being risk averse just because I didn’t know if these jobs were promotable. One thing is that the foreign service is a lifestyle, not a 9 to 5 job. I was single when I entered, but then I got married and had a child and had many more considerations. The struggle is very real whether you’re a tandem couple, have a spouse outside of the service, are single, have a child and the like. My husband was patient and supportive, and followed me around from post to post. Some families have experienced separations because of political tensions in certain countries or covid conditions as we have now. When I joined the foreign service, the term “work-life balance” did not exist. I just worked crazy hours and didn’t know to even seek compensation pay for my hours. But things have changed for the better. We are now far more aware as an institution of how to take care of our people. For example, we now have designated mentors and networks at posts; I never had that.
In a 2020 interview with the American Foreign Service Association, you reflected on facing bullying and microaggressions as an immigrant in the foreign service and how that made you feel un-American. What can State do to foster a more inclusive environment?
Whenever I experienced the “where are you really from” question among colleagues, I used it as an opportunity for a teaching moment. I try to be patient and explain that I’m an immigrant and what an asset that is to celebrating diversity. Externally, though, I am a lot more direct. I affirm that I am here as a diplomat, representing. Especially in Asian countries like North Korea where I was dismissed as a “young Korean girl,” I always made sure people knew where I’m coming from and why I’m there. Know your substance, be firm. Don’t give them an inch if they are trying to shape a perception of you. In the fall of 2020, there was a 21-day racial equity challenge sponsored by the medical bureau, and I volunteered to be a co-sponsoring bureau. Each week, they created reading lists, discussion topics and the like on different underrepresented groups to provide insight into what it was like to be a part of that group. The 21-day initiative recognized individuals of different backgrounds and what they were going through. I think this initiative’s products were important to highlight in the workplace and in diplomacy. I also think that we need to emphasize allyship. There are cross-cutting issues that allow different groups to be brought together. There are also underrepresented groups that we don’t often think of, such as first-generation college students. Overall, we should talk about our differences on a more consistent and continuous basis. We need to go beyond the “race of the month” highlights because we need diversity and inclusion to be part of the everyday State lingo and not be considered an extracurricular activity, something our 7th floor leadership has affirmed.
Who were your best bosses and why?
I’ve had a lot of great bosses who were all very different. I think we should learn from leaders different from you, and I’ve always sought that out. Kristie Kenney was my Ambassador in Thailand, and she taught me to build up my confidence. It was my first time heading a section, and I had imposter syndrome. When I came into a room, I would sit in the back, but she would tell me “You’re the Economic Counselor, come sit up here!” She reminded me I was not there to sit on the bench; I was there to play. At the same time, she was empathetic. I was anxious about telling her I was pregnant and would need some time off, but she was very understanding and wanted me to take time for my family.
Bill Todd was my Ambassador in Cambodia and he was encouraging and direct. He told me that I needed to sometimes be tougher in decision making as the DCM. I learned to separate my professional life from my personal one and know my role within the mission. Then there was Kimberly Breier, who was a political appointee Assistant Secretary. On the first day, she said she wanted to champion change and diversity of thought, to constructively disrupt the way things had always been in the bureau, to dive into diversity, and that she needed an Asia expert in Latin America. She opened my eyes to that type of change.
What was the mistake you learned the most from?
When I was bullied, I regret not speaking up more because I was too afraid of backlash on my corridor reputation. I tell junior officers to speak out now. I am forthright about listening and giving people avenues to make their voices heard. One thing we are working on in the WHA Bureau for the past year was a “first responders program”. Inspired by the Tiana Spears incident, the program trains individuals in equity so that they can become post’s designated “first responder.” This individual would be a resource to colleagues looking for help by listening and helping to navigate the bureaucracy. We are currently piloting the program.
What would you change about the State department?
I would get rid of cones. When I joined the Foreign Service, I did so as an economic coned officer, but I realized I enjoyed doing a variety of jobs, and this actually helped me be a better DCM because I understood how the different sections and pieces of an embassy fit in together as the whole picture. The cone system tries to put people in boxes and it can be limiting when trying to be promoted. We are all generalists, and we should actually encourage that cross-section of positions and cross-talent building in a systemized, rewarding way. And we should ensure regional bureaus aren’t stovepiped and more talent goes back and forth among bureaus. It is fruitful to bring diverse perspectives into bureaus.
What values do you think we need to reinforce or change in our workforce?
We need more humility in our workforce. Many of us are type A, smart, and competitive, but we need to learn to be humble and grateful for the work we do everyday. There is a value in being kind to each other. Humility and kindness are often considered weaknesses when they should be considered strengths. You can be tough, of course, but that doesn’t translate into being mean. These are basic values in my life, not just my professional sphere.
What is your leadership philosophy, especially in difficult situations? What are your “lessons learned” on leadership and management?
My first philosophy is that you should never think that you are the smartest person in the room. When you come up with an idea or decide on policy, check in those around you. Shifting from an original direction and giving proper credit to the individuals who influenced that shift is something that senior leaders struggle with. Know that it is OK to change your mind based on guidance and advice from colleagues. Be willing and open to incorporating others’ assessments. On the other hand, have grace in counseling others on their mistakes. We are all human beings and need to have each other’s backs. Finally, do everything with a purpose, this has kept me going. During the toughest times, you will face questions on your purpose and the point of your work. I think that we sometimes lack purpose as human beings, not just as FSOs. I always encourage my staff to ask themselves “What is my purpose?” There is a reason why you are in Guangzhou stamping visas, and there’s a reason you are in Brasilia looking at human rights, etc. What can you influence and impact from where you sit?
What leadership advice would you give to mid-career officers?
Look at the Foreign Service as a journey and don’t be crushed by failures. There will be times when you didn’t get that job you wanted, but that is the part of the foreign service. You have to stay resilient and use those challenges to learn. Getting to be an Ambassadorial nominee was not easy. I have failed many times before, but I didn’t give up. At times, I was frustrated at the system and thought there were insurmountable challenges, but I learned from it. At times, the institution felt weak, and that is when some of my colleagues left government. But what does that do for the institution left behind? Again, what about your purpose? I have always thought that even if I can’t control what happens in the world, I can build resilience within my respective environment at State. I focused on what I had control over as an individual, and I found my sense of purpose. I was proud of what I could do.
What do you find inspiring about your work in the foreign service?
We don’t do this for the money. It’s about serving our country, moving the ball forward on policy issues, and making sure other countries know where we stand. I have worked through four different administrations of different political parties, but the basic foundations of who we are as Americans hasn’t changed. We stand up for democracy and basic human rights regardless of the administration's party or policy. Despite the flaws we face as a country, I think we as Americans are trying to do the best thing we can for the world.
I am excited to see what I can do to make a difference. I want to see what I can do as an Asian-American immigrant woman to show others that you can succeed as an American and how the State Department allows for a diverse group of people to succeed. This aspect also aligns with my Christian values. Finding a sense of purpose through kindness and making a difference keeps me resilient.
What advice would you offer to aspiring, activist diplomats in the Foreign Service to realize their potential and overcome some of the bureaucratic barriers?
Don’t take “no” for an answer. Find allies and get their help by working on issues together. There is no single path to succeed. Everyone asks how they can quickly become an Ambassador, but it’s like a “choose-your-own-adventure” book. It is about doing the best you can at the work you do, being nominated to be ambassador is just icing on the cake. I never thought I’d be Acting Assistant Secretary of the Bureau of Western Hemisphere Affairs. I thought I would be an Asia expert forever, but life happens. You have to go where the challenge and opportunity takes you. And I don’t regret it one bit.
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