First 100 Days: What not to do in public diplomacy
As Senate confirmation hearings approach, Americaâ€™s next public diplomacy leaders will get abundant advice about how to improve Americaâ€™s standing in the world.Â The Obama administrationâ€™s nominees (an under secretary and at least two assistant secretaries in the State Department alone) would be wise to listen.
Yet, in truth, Americaâ€™s new public diplomacy team can accomplish much by following that age old maxim: first, do no harm.Â Seven key â€śdonâ€™tsâ€ť are worth bearing in mind.
1)Â Donâ€™t let the pollsters get you down. Being liked and admired, while useful, should not be the sole metric of success in public diplomacy.Â The job of American public diplomacy leaders is to promote American national interests through the power of communication, build mutual trust and understanding, strengthen support for universal values Americans share, and build enduring relationships with current and future opinion leaders around the world. Measuring achievement through poll numbers encourages short-term thinking and can jeopardize long-term success.
2) Donâ€™t forget the borders. More than 50 million foreign travelers spend their own money to visit the United States each year, a number that vastly exceeds the number of participants in U.S. government funded exchange programs. Talk of re-booting Americaâ€™s image in the world will fall flat if those visitors feel badly treated at U.S. borders and consulates.
3)Â Donâ€™t forget the Pentagon. The State Department controls just a fraction of the U.S. governmentâ€™s personnel and budget for public diplomacy and strategic communication.Â To have impact, the State Departmentâ€™s public diplomacy leaders should engage the Defense Department and the rest of the U.S. government early on.
4)Â Donâ€™t go it alone. As the State Departmentâ€™s new director of policy planning wrote in a recent “Foreign Affairs” article, in todayâ€™s world the â€śmeasure of power is connectedness,â€ť a fact that should give the United States tremendous advantages.Â But to fully embrace the power of networks, the U.S. government must find new ways to mobilize private actors it does not control, support and call attention to the good work of others without taking credit, and (when it advances important American objectives) empower credible voices to speak out even if they fall out of step with official U.S. policies.
5)Â Donâ€™t forget old standards. New leaders typically want to put their own mark on an institution.Â Since U.S. public diplomacy needs fresh perspectives, this is desirable as well as understandable.Â Nonetheless, enthusiasm for signature programs and whiz-bang technologies should not be allowed to overshadow the tried and true workhorses of public diplomacy: educational and professional exchanges, visitor programs, and personal outreach by diplomats in the field.
6)Â Donâ€™t trust your gut. As a former senior official once remarked to me, â€śwe cannot remind ourselves often enough that the rest of the world is not just like us.â€ť Even the most savvy, knowledgeable, and experienced public diplomats can hit off-key notes or design poor public diplomacy programs by forgetting this simple rule.Â Public diplomacy leaders must resist the urge for speed and remember to both listen and test new ideas against foreign ears.Â They will sometimes be surprised at what they learn â€“ and save themselves a world of trouble.
7)Â Â Â Donâ€™t forget friends. During the Cold War, the United States devoted substantial public diplomacy resources to winning and maintaining allies in Europe, Asia, Latin America, and Africa.Â As we again (quite reasonably) worry about enemies, that lesson is worth remembering.Â The United States faces a host of complex transnational challenges ranging from financial crises to narcotics trafficking, climate change to terrorism, and we will need all the help we can get to confront them.
In a world where two-thirds of the worldâ€™s nations are democracies and citizens worldwide have unprecedented access to information, the United States must engage foreign publics, not just their governments, if it wishes to garner foreign support.
Public diplomacy is a tough business.Â Success usually goes unnoticed, but failures can resound globally.Â Avoiding missteps is impossible but avoiding these seven mistakes will give Americaâ€™s next public diplomacy leaders a useful head start.