Tradecraft > The Art of the Demarche

Richard Hoagland

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Delivering talking points is part of a diplomat’s daily work. Too often, FSOs will say, “Checked that box. Job done.” Actually, the work has only begun. Here are a few things to consider. 

Language. Quite often, you are delivering talking points to interlocutors whose first language is not English, and they might hear something somewhat different from what you think you’re communicating, even if—and maybe especially if—you do it through an interpreter. 

WHAT TO DO? Always leave a copy of your talking points so that they can be translated and studied later. You were told not to leave a copy? That’s never a good idea. Simply remove any classification and other U.S. government markings on the version you hand over. That provides the opportunity for the government to translate and study your points more closely.

Context. In recent decades, there has been a steady flow of anti-corruption demarches that sometimes can sound strident, even self-righteous. 

WHAT TO DO? I would often preface the demarche by explaining, “Corruption exists in all governments, including my own. But the difference is that the United States has strict limits. We have had state governors, members of Congress, and other senior officials who have spent time in prison because they crossed the line. Corruption enriches the few but ultimately harms the nation.”

Interlocutor. Sometimes, your usual host-government interlocutor, or the one assigned to you for a specific topic, is not the right person to receive your talking points.

WHAT TO DO? Don’t be afraid to use a little drama. I was the chief negotiator for one of our key post-9/11 agreements. I knew the head of delegation on the other side of the table as rigidly self-righteous and not especially bright. He didn’t disappoint and tried to niggle every phrase, every word. After several hours in that first session, I stood up, ripped my document in half, threw it on the table, and said, “When you’re ready to negotiate seriously, let us know,” and I and my team walked out. The next day, the government in question assigned a new lead negotiator, and we quickly got the work done. [NOTE: This works only if you are quite senior.] 

Follow-Up. Don’t assume that your delivery of talking points is “job done.” 

WHAT TO DO? Good FSOs build a wide circle of contacts, including politically influential business people, eminent former officials, and quite often high-level journalists. At social events as you chat with these people, mention the talking points you delivered elsewhere and explain why they are important to your government. More often than you might think, these “influencers” will work behind the scenes using channels you might not be aware of to get the job done.

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