Q&A > Glyn Davies
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What inspired or motivated you to become a diplomat?
I knew from a young age I wanted to follow in my father’s FSO footsteps—to serve the country, see the world, and be constantly challenged by interesting, meaningful work.
Who was your best boss and why?
Almost to a person, my bosses have been terrific. Marc Grossman’s unerring judgment and energy. Avis Bohlen’s talent and passion. Above all, George Shultz’s dedication to public service and to all of those who joined in that commitment. Bosses such as these have been a source of inspiration, and great examples to seek to emulate.
What would you tell your a-100 self?
Don’t overthink or over plan your career—doing so risks missed opportunities... The toughest jobs are usually the most rewarding... Even though we in the Foreign Service are lucky enough to have a career that is also a calling, never forget that family comes first.
Describe a day you felt you made a difference.
As a first-time office director barely six weeks into the job, I never thought I’d be confronted in my first managerial job with a choice between self-protection and loyalty to my staff. Our office was side-swiped in a 1990’s-era Washington political scandal that burned brightly for a few months and whose personal fallout for me and others took years to resolve itself. The day it broke, I went to my superiors for top cover, but it became clear we were on our own. So I chose to do what I could to absorb as much of the heat as possible, try to protect my colleagues, and ensure the continuity of our work.
What has a colleague done for you that made you wish all of us had a colleague like that?
Early in my career, a colleague selflessly, generously suggested I take a job in Washington that hadn’t even occurred to me, then she smoothed the way for me to land the position. It was a great job, and a launching point for further success in my career.
What was the mistake you learned the most from?
Well, I’ve made many mistakes, but one that provided a foreign service life lesson came early in my career. During a frenetic visit to New York City as a special assistant to Secretary Shultz (the most junior job on his staff), I was told of a problem that required immediate attention. The details of the problem no longer stick with me, but I remember how Charlie Hill, the Secretary’s brilliant, laconic executive assistant reacted when I caught up with him, moving at speed with the Secretary through the halls of the UN headquarters building. I breathlessly outlined the problem to Charlie as we jogged along. He asked me what I thought we should do about it. I spluttered. Charlie turned to me with a Mona Lisa smile, and said, “You’re an FSO. Whenever you present a problem, try to suggest a solution.”
What was your best and worst experience working with the interagency?
Best: As permanent representative to UN agencies in Vienna, I enjoyed working with the departments of Energy, Treasury, Defense, with NASA, the Nuclear Regulatory Commission, our national labs, and many other brilliant and technical parts of the vast USG we don’t often deal with. It was fascinating and heartening to witness the dedication and expertise of our colleagues in the wider government.
Worst: As a junior desk officer during the mid-80’s on the European Bureau’s NATO desk (EUR/RPM), I worked on NATO nuclear policy. The issues were high-stakes: we and the Soviets were in a dangerous confrontation over the deployment of nuclear weapons to Europe. At home, the Potomac Wars were in full swing. Relations between and among key cabinet secretaries were strained. Some colleagues in other parts of the government, rather than striving for collegiality, chose to employ guerrilla tactics such as selective leaking. Petty fights over draft instructions to our colleagues at NATO HQ outside Brussels were endemic. It sustained unpleasantness for those of us in the trenches, trying to move decision-making forward.
What is the one tour you would recommend FSOs consider?
A multilateral tour. Most of us make our careers in bilateral and regional diplomacy, but to me nothing matches the difficulty or reward of working with a multiplicity of nations to address shared, even global challenges.
If the state department had a mascot, what animal should it be?
Well, we sort of already have one: the eagle. State is the oldest, senior-most executive department and keeper of the Great Seal. The eagle’s head faces the olive branch, symbolizing our nation’s commitment to seek peace through strength with all nations.
What was the biggest challenge of FS life for your family, and how did you manage it?
The sacrifice my spouse had to make setting aside her career when we were posted to a place where she could not work. It felt like something we had to endure rather than manage.
What is your leadership philosophy?
Keep your door open. Keep your mind open. Keep your heart open.
What tips would you give a first-time manager?
Don’t think you need to be tough with subordinates to earn their respect. Treat everyone with respect, regardless of level or function.
What would you change about the State Department?
Our reticence to toot our own horn. By being congenitally self-effacing, we miss opportunities to explain to our fellow citizens the value and importance of our work. Two recent examples: as I write this, the Department no longer conducts a daily press briefing. Doesn’t sound like swagger to me. Also, we host The National Museum of American Diplomacy, attached to the Harry S. Truman building, but make public access to it difficult.
What were your pet peeves?
See: What would you change about the State Department?
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