Foreign Service OMS Podcast

Ep 01. Introducing the OMS Program Unit with Cortney Conrad

• Season 1 • Episode 1

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In this pilot episode, we sit down with Cortney Conrad, the first director of the new OMS Program Unit. We discuss Cortney's career, including her motivation for joining the Foreign Service. Cortney invites us to celebrate OMS contributions to the Foreign Service as she spearheads the team in charge of defining the path forward for the corps. 


This episode was recorded June 2024.

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This is the Foreign Service Office Management Specialist Podcast.

Foreign Service OMS podcast is not affiliated with the US Department of State. All stories, opinions, and claims are independent of the US government and does not represent the State Department in any official capacity. Welcome to the Foreign Service OMS podcast, a platform for Foreign Service Office Management Specialists of the State Department to share their stories on navigating a Foreign Service career lifestyle. My name is Stacey and joining us today is Courtney Conrad.

Courtney is the first director of the new OMS program unit. Prior to this role, she served in the operation center, Liberia, Thailand, and Pakistan. Before joining the Foreign Service, Courtney held roles as an executive assistant and a legal assistant in the private sector. We invited Courtney onto the podcast to discuss her professional experience, her position as the director of the OMS program unit, and the future of the Corps. Welcome to the show, Courtney.

I gave a watered down introduction about your background. Please tell us a bit more about you. Thank you so much for having me. First of all, I'm really excited to be here. And I'm really excited about this podcast to hear stories from from other folks in the core. I think, you know, as we all know, we're a bit of those unsung heroes in the background. So I really appreciate you taking the time to bring us to the foreground and share some of our stories. So you hit the big things in terms of my Foreign Service career. But, you know, I am from a small town in Pennsylvania.

really rural, never knew the foreign source of the thing. my stepfather is who actually got me interested in international considerations. Cause again, my really small town wasn't thinking outside of our state, let alone the country. but my stepfather is from Iran. And so that kind of got me thinking about international matters and different people. And, it's why I studied,

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political science focusing on international relations in college and also double majored in religious studies because I really wanted to learn more about religion. So that kind of got the ball rolling. I studied abroad in Cairo. I did a semester in the United Nations. But then unfortunately I still didn't understand what the Foreign Service aspect of the State Department is. So that wasn't until later. So I a bit of had a different career before jumping in to the Foreign Service.

you as you mentioned, in a law firm and then in the private sector as an executive assistant. Thank you for that background. It's really nice to hear about the influences that brought you to a career like the Foreign Service. So we want to know what led you into the Foreign Service. Did you know about being an OMS or was there other career opportunities that you were looking at within state or within government? Yeah, so

It was kind of funny, like despite the fact that did a whole semester on the UN and met all sorts of people, I'm sure some of them were from state. It just didn't kind of sink in that there were other jobs in the department other than, you know, being an ambassador. And truly after a semester on the UN, I decided I did not want to work at the UN. It's a very important job. It is not for me. I like task completion and not fighting over comments. But so when I was working in the private sector, it was actually just very fortuitous. There was another OMS.

Hey, Virginia, who was on LWOP, working at the same company as I was while she was spending time with her husband and then eventually waiting for her ambassador to get confirmed. So we overlapped there and she, you we became friends and she was my mentor and she recommended that I consider a job in the Foreign Service, the State Department and told me about this OMS job. And it worked really well for me in terms of my existing skill experience and my existing interests and

strengths. So, I went for it. took a really long time, cause you know, bureaucracy, but I stuck with it cause I was really excited about it. And, you know, I wanted to do it because I loved the idea of serving overseas, serving my country, without a gun. You know, I felt like I was pretty good with, convincing people of things, which is important in diplomacy and really important as an OMS. I've come to learn and it just seemed really exciting. So.

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If it hadn't been for my overlap with Virginia, I don't know. I don't know if I'd be here, but I think it was definitely meant to be. And I'm, you know, it was a great decision. I'm just so excited that that happened for me. love to hear that there were folks that had made an impact along the way in your becoming a Foreign Service OMS. And it's good to see that OMSs

still go back and recruit for the Corps. So this is wonderful to hear. And it's something that I feel like you're doing along the way with this podcast. So I'm grateful for that. I'd love to get a little bit into your career experience. I listed where you've been, but can you tell me what has been, say, a favorite job of yours or an assignment? And also, we'd love to know a little bit about roles that you have done that hasn't been the traditional OMS.

It's hard to pick a favorite. think if I had to pick a favorite, like many, I would pick my first post, which was Liberia. It was just a wonderful, wonderful experience. It was a really great community, both among my American colleagues and my local staff. I still keep in touch with a whole bunch of people. it was just, know, Liberians are very welcoming. We have a really special relationship with them. And it was a really great place to go for your first post because it wasn't too small, wasn't too huge.

Kind of like right in the middle, Goldilocks. And so I got all of these opportunities that I wouldn't have gotten at a really big post where I'd be more siloed, but I wasn't so overwhelmed or without a lot of exposure in a super small post. So it was a really awesome first post for all of those reasons. And I was in the regional security office there, which is again, I think is a really good first tour because I've used that knowledge and experience and the rest of my jobs as an OMS.

you know, the security underpins everything we do at an embassy in order to be able to do it successfully. So having a bit of a better glimpse into, to what happens in an RSO shop was really important. and I really enjoyed that. And I got to do some more projects, I think in the RSO offices, it's a bit more natural for you to take on some of the projects instead of the more traditional OMS work. Although I hate saying traditional OMS work because we are not secretaries anymore. So like our job is what needs to be done. And it's just.

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That's one of the things I love about it. Then I was in Thailand and Bangkok. That's a huge post, as you know, which was a really awesome experience. You my husband came with me to Thailand. We were there during COVID. So it actually was an interesting place, very safe actually to be during COVID, really big embassy. So I learned a lot more a bit about our other folks who are overseas with us in terms of, you know, there were 49 agencies in Bangkok with us. And I was like, I didn't.

even though we have that many. that was really important. Lots of visits, at least before COVID. I was in the econ shop there. So got to learn about our reporting officers and how we're building those contacts and those relationships. And then I think my favorite work post was I was in Karachi, Pakistan in the front office.

I loved being in the front office. I know it's not everybody's thing, but man, I love being in the front office. We had an awesome team. My CG and deputy CG were amazing. We were like a team of three and we just read a really big difference and worked really well together. And we had a great team more broadly. So I really just felt work wise. It was the most, empowering and most interesting. And I really felt like I made a difference, in the community and in Pakistan, but something that kind of we've threw out is.

I've done a lot of non-traditional OMS things, because that's what I'm interested in. And so if I see a need, I kind of lean in. I make sure my supervisor is cool with it, but usually they are excited about it. So in Liberia, I rolled out the SAFE program, because RSO and management are always arguing about who's in charge of accountability. But I just saw that we needed to do this and I kind of like technology. So I really leaned in and that was really fun. I got to lead trainings. I got to like build the systems in the background. I was dealing with the developers in DC.

So that was just really fun and interesting and valuable. And then in Bangkok, as we all did in COVID, I became an expert in cloud-based systems and remote working and video conferencing and all of those things that I had already been kind of thankfully leaning into anyway beforehand. So my nagging at my officers to stop saving things on their desktop ended up having a real value in the long run.

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And then I was one of the co-chairs of the FAST committee in Bangkok, which I think was really important. I wanted to do it because I was interested and love the value of that program. But I also have always been kind of keeping in mind once I realized that sometimes the perception of OMS is a bit off in terms of like our true value as diplomats. I try to insert myself into these opportunities that are more visible. And so I would have bi-weekly meetings with the DCM, which I thought was important. I was co-

chair with another officer, who was a generalist and, know, I just kind of brought that very intentionally. plus it was really fun and I got to like help steer the programming. And then in Karachi, I mean, when you're in the front office, you are a member of the front office team. at least that's how I see the position and I think it should be handled. you know, so it had a big impact on morale.

just kind of letting the CG know when stuff wasn't going well or when people were concerned about something, you know, not like outing people, but just, you know, we have a much more real connection at the same level with our colleagues than the people at the highest levels who are either intimidating or they're just removed and people act differently about them around them or they don't want to bother them. And so, you know, I definitely see it as a front office OMS's role, especially like when I myself am in that role.

supporting in principle is to let them know kind of what the ground truth is, what's going on, so that they can adjust their decisions or just have that awareness. And then ops, love ops, maybe that was my favorite work. I don't know. The operation center was amazing. Everybody should bid ops. You learn so much about how the department works. You can't really understand how the department works unless you come back to DC. I have been in all the committees and all the things with Ellen trying to get people to

to consider a DC tour. But really, you just learn a lot and you make a big impact and you are very valued. And not just because of the deficit, but people here really appreciate the value that an OMS brings. And so that was really exciting to see and just learning about what the secretary cares about, what he's reading every day, who he's talking to, getting to hear some of those conversations, having that exposure, and then working with some really excellent colleagues. Because ops is so intense and so high level,

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you know, if it's not working out for somebody on the team, they're very good about helping find them a new spot that works better for them because, if they're not happy, they're not doing their best work. and so if we can't make them happy either because the, it's just the pace isn't right for them, they're struggling or.

the hours aren't right for them. You know, they're just really good about recognizing that having honest, open conversations with people, it's a feedback rich environment is what they say constantly. And it is because the stakes are so high when you're working directly for the secretary. So that was just really impressive to be surrounded by all those amazing colleagues who are going to be future leaders in the department. So that's really cool. I love how your experience really ranged a full

breadth and depth across as, as what you think our OMS is when we enter on duty, you know, you want to give new OMS experiences in the section and then across regions and bureaus and then eventually end up into more fast paced work in front offices or in reporting bureaus or excuse me, in bureaus. I wanted to ask about

what you mentioned of getting out there to help educate the community about OMSs, what we do, and our contributions to the department. Some sentiments might be, so my role as an OMS is really to ensure that the schedules for my principal, whoever that may be, or for my office is on point and to ensure that the day-to-day of the office is covered.

So then how do I pick up these extra roles in order to get myself out there, get more experience and satisfy my need of being part of the community and having a fulfilled identity? What would you say to that? Yeah, I mean, it's really important to think about. I mean, we do need to make sure that we're fulfilling some of our more core duties before we kind of jump into other projects.

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As we getting into a new job is always hard. I don't know about you all, but every time I start a new job, I feel like I don't know anything. I'm terrible fit. I have no idea. but that's not true. And I know that's not just an OMS thing. That's this, the nature of the foreign service is, know, you're switching jobs, you're switching bosses, you're switching countries and you're moving all at the same time. And so, I try to have a bit of a rule for myself that I'm not going to take on anything outside the basics for the first few months.

because I need to learn how to do the core pieces of my job really well, make sure I understand my principle, make sure I have their calendar dialed, and just kind of have that running smoothly. And know my colleagues, you know, all those sorts of things for a while first. And maybe like if I know like, hmm, that seems weird. Like I have a little list of like I have a little Excel spreadsheet and I just like make a little list of things that like maybe I should look into that more.

And then once I'm kind of settled, then I kind of see where I could make the biggest impact. You know, what needs to be done? What am I good at? Or what do I want to be better at that I could learn to help with whatever the area is? You know, so in econ in Bangkok, we, you know, the technology was really behind and honestly, like the space was a disaster.

And, know, it's not my favorite thing to go through hard files and whatever, you know, but the person before me actually had done a great job at going through all the filing cabinets and the safes and did a really good job managing that. we, for somehow, somehow they had approved three new officers coming to Bangkok without actually having desks for them in our section. So, you know.

I think they probably asked for them five years ago or whatever, but all of a sudden we were having three new people come and we didn't have enough space. So I kind of flagged that way in advance for my deputy. And he was like, yeah, do you have any suggestions? I was like, well, yeah, I think we could whatever. He's like, okay, you're in charge. So I kind of brought the issue with a kind of an idea of a solution. And then when he asked if I would do it, I said, Cause I liked those kinds of challenges and it was going to be interacting with a lot of different people.

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you know, so I worked with facilities. worked with GSO. I worked with IRM who was now DTO. I worked with RSO and then, you know, was able to fit in places. used my negotiating skills to get a little bit of extra space from political. you know, it's just that kind of thing. And it was really, really made a big difference. You know, people felt, come like welcomed and they got to post cause I had a desk. I had like worked with people to go.

through their stuff and I wanted to make sure I didn't upset any of existing officers in terms of taking their space and then got to make sure that the chairs, when we got new chairs for the conference table, I hate waste. So because I worked in RSO, I knew that the guards and the guard break rooms, the RSO and the embassy aren't allowed to buy them anything, but their contracting companies don't usually prioritize that.

And so it was like, hey, I called RSO, I knew somebody. I was like, hey, would you guys want some chairs? Cause you know, we're going to get rid of them. And they were so excited. So all of the chairs didn't end up in the garbage. They ended up being used by the guard force so they could take breaks and be comfortable. And like little things like that, I think is something that we as OMSs can be really great at because we understand the mission better than most people because we have worked in different sections.

are interacting with people more directly and more often at all levels than say like the ambassador or the CG or even the econ counselor who are more siloed. So circling back to your original question, just, you know, don't kill yourself in terms of like, really trying to outdo yourself, but just kind of see what naturally makes sense to you what's interesting. And you know, check in with your boss. I mean, I haven't had anyone say no, you can't do that.

you know, because they know I'm going to maintain the core stuff. And I've also empowered my local staff. So if there's stuff that, you know, is taking up a lot of your time and you think your time could be better spent, you know, in Karachi with our invitations, which we got a lot of Pakistanis are very welcoming. They love to host people. You know, I worked with my protocol assistant to streamline the process of how we were processing those to make sure we're meeting our records requirements, but also to make sure that I didn't have to do everything.

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because I would end up asking her anyway. I'm like, who is this? How important are they? Can we say no? Can we say yes? That kind of thing. So I empowered her to be in charge of that, check in with other sections, and then I would be the final push to the CG to make the decision. And that bought me like a couple hours a week. So just thinking creatively about how you can use your time more efficiently to like lean into the stuff that's really interesting to you.

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I really appreciate the advice and the guidance that you are giving to our colleagues about ways where we can engage. And I have one other area I want to dig into about this is, so you had mentioned how our positions, it's not secretarial any longer in a sense of the identity piece of it. We're more so project managers and knowledge managers.

And so I wanted to ask your advice for colleagues who have a difficult time crossing into or bringing and adapting the knowledge management and project management side of our roles into our office management specialist role. What would be your thoughts? So what would be your first approach on moving outside of the

say more of the secretarial in nature or traditional tasks and trying to embed and bring in project management, knowledge management at side of your role. Yeah. No, that's a really good point. You know, because the job has changed so quickly, you know, the world has changed quickly with technology, but I think it's like extra, it's been an extra fast change for us in the OMS realm.

And it is hard to keep up sometimes. I was really leaning in when I was in backup and all the new tech, and now I've been admittedly a little behind in them. I got to read up on Power Apps and AI and all these things, because there's always something new, but that's the nature of the beast. I think it can be overwhelming. So I think I would just think of an expansion of some of the existing skills and tasks that people might be comfortable with, like file management and record management.

is very much related and important in knowledge management. so, you know, taking that a step beyond, there's some classes you can take, you know, reading honestly, some of the information in the records management website is how I like can, you know, I use that information when I was redoing the filing system and some of the knowledge management in Bangkok and just thinking about, okay, these aren't just files. This is like knowledge, you know, and just better recognizing the value of the work.

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that is more traditional that we are already doing and like what it really means. like having a really easy to manage, consistent, lean named, know, really easily accessible and searchable filing system is a piece of knowledge management. And so, because if people can't find the information that they need, they can't find the historical information, what the person did before them, we're losing that knowledge. So kind of thinking about that in that way, and then picking one thing like, okay, you know,

When officers leave, say you're in political, they lose all their contacts and we have to start over and the next person is going on because they're not good at handover notes. But be resourceful. You are not the first person to ask this question, either among OMSs or in general. One of the most valuable things we can be as an OMS is a resource, not always doing things for people.

but being a resource for them. so getting really familiar with what's available at state, keeping an eye on those like all that cables, watching the department homepage and see what's new. know, they just, the e-diplomacy folks, I think just pushed out a big thing on, I think it was a cable, on people's responsibilities for hand over notes and preparing their successor. And so like,

being aware of that is important and then using that. mean, there were some really good resources in that and really good tips, but just kind of learn what's out there, see what's like a little expansion of what you do already. that is, mean, file management is knowledge management. It's a piece of it. So that's example. That's excellent. Thank you so much for the piece of guidance and the advice. And I'm sure colleagues will be able to find that useful and use it moving forward.

So you brought me through your career. You brought me through what you've loved of each assignment. What I would love to move into is getting your stories. So what is your greatest success or proudest moment or the most impactful project? Yeah, I mean, because we talked about these questions first. I really thought about this one and was trying to pick what would be the best one to share that best demonstrates what OMS is bringing to the table.

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But the one I kept coming back to that in terms of like impact and like meaningful impact is actually at my first post You know we one of my local staff colleagues was retiring He had been in Yet he had been working for the embassy either as a local staff or as a local guard for 30 years

And he was retiring because of age, which when you're overseas, that's a very different concept in some places. So he was quite sad about it, understandably. And we were all sad to lose him. But I realized that we don't have a great mechanism for recognizing when people are transitioning, even within the American folks, but especially for our local staff.

And I kind of asked around, anything happening? I was new, so I still didn't know how things work. I'm like, is HR going to organize something? And everybody kind of like, no, it's usually just at the team level. And I was so sad for him that nothing was going to be happening. But I went to my RSO and I said, hey, I think we really should recognize this person. And he's done so much work. And he's given his life to this job. And I didn't want it to just be in a conference room.

when people are- In So I went ahead and hosted it at my home. I went big. I didn't know better, which honestly sometimes is great. I invited the ambassador. I invited the DCM. I invited everybody. I talked to other local staff about getting a caterer who was going to make Liberian food. And we had this big bash in my house. The ambassador came. She was so excited to be asked. His family came.

And, you know, I'm gonna tear up again thinking about it, but it was just so like, I was just a little piece of it, but, you know, I think it's a good example of like, you see things as an illness that other people might miss because we are more connected with the people. And so when the ambassador is giving him a certificate and shaking his hand and his family gets to all these pictures, and we just really honored him, you know, he had served as a guard for our embassy during the civil war.

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His family was living in a refugee camp while he's protecting our embassy, you know, and then he served with us. So it was just one those things like of all the things I've done for the department and like just really for like a human and caring about other people as humans and you know, recognizing American as Americans. part that like really got me at the end was one of my other colleagues, one of his teammates.

sent me a text afterwards saying, thank you ma'am for doing this. And then he just said like, it was worthy. And I like balled and, but it was just, so I just, you we look, it's just so important to like look for these moments to recognize people. And I think, yeah, that was probably, yeah, of all the ones. Less work related, but that one kept coming back. I think it's part of what the department really is moving into right now is taking care of our people.

and recognizing our contributions. But the fact that you came as a member, as a team member, doesn't mean that because of our roles as OMSs or where we are within the organizational structure that it just simply falls upon us. It's not that at all. The message is that you approach this with heart. You want to recognize it as this individual should be recognized for their service and

I hope that what we can take from this of your story is that it's a really good way to memorialize our experiences, our services, and not wanting anything back in return, you're doing this for someone else. So Courtney, that was wonderful story. Thank you for telling us this story. So I want to know, what is your favorite part about being in OMS? There's a lot I love about being in OMS. I just think it's a really powerful position.

And I know that's not always how it's viewed, but it really is a powerful position because we have exposure and knowledge in different ways than everybody else. Again, because we work in different sections, we have a much more intimate understanding of what that work is that we can then use to inform and advise other people. As a front office OMS, I consider myself an advisor.

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And I think other people should as well to help their principles see the big picture, see and understand, like I already mentioned, like what's really going on on the the ground, you know, ground truth level among the community in terms of taking care of people. That's important how stuff's actually working because sometimes ideas don't land as well as we hoped. And giving feedback. I have given every single one of my principles feedback, constructive and positive, because a lot of people aren't willing to do that.

and they, it's important to speak truth to power. and it's also important to recognize that we are in the ideal position to do that. So because we have a much stronger, I think in most ways, like personal connection with our principle, because we work with them so intimately and so like in and out every day in a level that's very different. it's, it's a little more natural for it to come to us. So,

And sometimes people have brought me things that then I have passed on. So you're like, Hey, in this meeting, this didn't go really well. And so and so was upset and whatever. And sometimes I'll encourage them just to let the principal know what their next meeting. And sometimes like if they're really uncomfortable, like, you know, I can like give them, I can make a general sanitize it a little bit so they don't know where it's coming from. And then, and then pass that along. And every single principal I've had has appreciated that. So that's one of my favorite things about being an OMS, especially, you know,

in the front office is because that is, we need that in the department. You know, everyone talks about accountability and feedback and we can be a part of that and we are in a unique position to do that. Beyond that piece, I just love being the go-to person in terms of knowledge and resources. And that was the same in the private sector when I worked in the law firm and when I worked at a company that where I had met Virginia is like, I don't know everything.

And I don't know everything in detail always, but I most of the time can figure out where to find that information or who else to talk to. And we're kind of like the hub of knowledge. And that's why I like all this talk about like, messes is knowledge managers and like what level we lean into that is still like to be determined. But we already do that in a lot of ways when someone's like, hey, do you know how to whatever.

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Maybe I don't know exactly how to do it, but I'm going to probably find it a lot faster than that officer is because I'm much more connected with all of these resources. And so I will say one of my proudest moments in this realm in Bangkok was when one of my officers came to me. And I think I may have told you this another time, but he came in like Courtney. I know you're always teaching us to fish, but this one time, would you fish for me? And I was like,

First of all, thank you for recognizing how I was doing my job. Secondly, yes. You know, I, I'm never going to tell somebody who really needs help. No. but I am really protective of my time because we are a valuable resource and I am not valuable doing in the same level. If I am just doing 15 officers, motor pool requests as I am, if I can take the time to like, I don't know.

redo the whole office or take our filing system out of the drive it needs that's retiring and build a new system in the cloud and do a video on that so everyone understands it. If I was doing all these little nitty gritty things for everybody all the time, I won't have time. I do do those things for my principals, right? That's not to say I don't do those sort of very administrative tasks for my principals. In Bangkok, I did it for the counselor and I it for the deputy.

Everybody else, I was a resource. I would help them do things. I would show them the first time. I would answer their questions. but just like the fact that that officer recognized without me ever having that blatant conversation with everybody, I thought was funny and also really exciting. you know, you can be the hub and you can be helpful without having to do all the work. so I think those are also being a teacher as well. Yes, we are teachers, our colleagues, how to be sufficient.

at least line officer colleagues to be sufficient at functioning if they were ever to have to do it for themselves, which is an important skill to have. is. We have seen your career from entry level to working in reporting sections to front office, all the way up to the operation center.

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And now you are the director of the OMS program unit. So let's dig into that a bit. Yeah. We are dying to know, but by the time this taping is released, will already have known a lot about what you do. give us what is the OMS program unit? Yeah. So kind of as I noted in the I just sent like a launch email this week, you know, the

In one sentence, our purpose is to provide strategic vision and enterprise level advocacy for the OMS core and then implement, be the people who are working to implement the needed changes. So it's not just addressing concerns about existing things, or as I like to say, like, and I've said to ambassadors and other people I've been meeting with, the inequities of

You know, how our work is valued compared to others and making sure that we have parity with other skill codes. that's a big piece of it for me, but that's not all of it. That's maybe half. And then the other half is like being really strategic about the future, you know, trying to think ahead of to what the department needs are, how the department's changing, how the world is changing and making sure we're ready for that and that we're going to kind of be there to meet those needs and maybe expand our skillset accordingly.

We're still very much working on what that actually looks like. And even in early September, when you release this, that's still gonna be the case because it's gonna be a continual process, check in what's working, what's not, what's possible, what's not. And I just really appreciate, like Danny Stoyan, who is the head of MSS, who we are working kind of with under is for this pilot, has just been really pressing to think bigger.

He's like, yeah, yes, we will do those things. We do the, you know, with some of my suggestions on how we can, you know, get parity and communicate that with other people. He's like, but let's think bigger. Like, think beyond that. What does the department need? What skills do, you know, OMSs have that, you know, we're not tapping? So really trying to combine those, you know, addressing the now and what we need to do, things we've always talked about. And then.

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you know, thinking beyond that until like, what's the future? I mean, you hit it on some of them and those are conversations that are happening in terms of knowledge management, because that's like a very busy thing right now in the department and it's a big need. But you know, we haven't collected, you know, as a team, I whole team hasn't even started yet. But we're still working on like what that means. You know, but I just want to like assure everyone our intent is not to, you know, leave anyone behind.

It's really hard to do that anyway in the department because everything change happens so slowly that, know, and I want to be very mindful of managing the change. So I will be very communicative. The team will be communicative. You know, we're going to put this communications plan out, which should be out by the time you listen to this. So you'll know what's kind of being worked on so that you're not surprised by what's coming. And just, yeah.

I think that's, it's just really exciting that we have this unit. I'm just so appreciative to be in this role. I'm humbled to be in this role. But just so excited for the Corps that we have this unit right now, because it's just so important that we have this representation and three full-time people to work on the OMS Corps and for the OMS Corps. So Courtney, the skills or the tasks of what you traditionally do as an OMS in the field,

and what you will be doing in this office in the OMS program unit, it's going to look a bit different. Can you tell me what then made you decide to bid on this position in the OMS program unit? Yeah, really good question. I was questioning that myself here and there because it's a really intimidating job and it's very different than OMS work. When I am in OMS, even if I'm in the front office, when I was in Ops, I am

supporting someone else's vision. And I am a leader, but in a different way, you know, leading, you know, from within the pack or leading on behalf of my principal and helping give them recommendations, little tips, but you know, it's more collaborative and you're not in charge. So it is very different to be in charge to be leading the vision.

FS OMS Podcast (36:58.59)
and to figure out what I do every day, right? Like I'm not managing someone else's calendar. I'm figuring out how I'm using my time. So that's a learning experience, I'm not gonna lie. I've had a couple of helpful conversations with folks along the way who have given me some tips and also just encouraged me to keep in mind that it's okay to not actually actively be doing something, that just by thinking and processing things, that is a part of this job at this level. So that's something I've been doing, lots of thinking, lots of...

notes looking back at conversations I've had with people I've been meeting with across the department and just trying to, you know, take Danny's advice and other people's advice to like think big and try to push boundaries and of myself and what our own misconceptions or like limitations are that we put on ourselves as OMSs. As to why I wanted to do it, I have been trying to have and have been advocating for OMSs for years now.

because I just love what we do and I just see it as being so valuable to the department and I've been wanting to help other people see that. And I've had some, you we've had some successes. You know, the most recent one was with the extension of how many PDU opportunities we actually can realistically access as OMSs. So those are the long-term details and long-term trainings. know, Ellen and I,

Ellen at the end pushed that across the finish line. So I want to give her full credit for actually being the one talking to the PDU folks who are conveniently located near her office. But a couple of other friends and I, Sarah Mersky-Foehler and Sarah Hodson had been talking about this a while back when the DEIA Champions program came out early last year.

And then I thought it was ridiculously frustrating and ironic that it was inaccessible to most OMSs. This program about DEIA, because it was linked to grade, was inaccessible to most OMSs. So was really frustrated about it. And like had seen that actually somebody else, Sarah Hudson had like chimed in.

FS OMS Podcast (39:09.386)
about that fact when I had already been fired up about it, but waiting to respond until I was cooled off a little bit to be more strategic about how I communicated that frustration. And then we kind of worked together and we wrote this white paper after we had messaged to Tiffany that this was happening. And she's like, yeah, I'm tracking. The DA folks adjusted pretty quickly and put a little carve out in the grade for the program. So that was a little quick win.

But we're like, we recognize this happened a lot. so anyway, so we wrote a white paper, we like identified all the examples, a bunch of examples to kind of push it. And then we just kept pushing and pushing and pushing. And it worked. You know, like we have OMSs and part of this was again, again, Tiffany, a lot of these changes, I just want to do a little sidebar happened because a lot of people are working on things. And you never quite know who the tipping point is, but I don't really care who gets the credit or like why.

as long as it happens. And so like the secretary's leadership seminar was again had been linked to grade. We didn't have access to it. There were quite a few of those things. So I think, you we wrote this, we were circulating. I knew I had a friend in DMR, so I pushed it to DMR. You know, there's all sorts of things, but you know, the fact that after that advocacy work together, you know, there's more programs at FSI that they adjusted the grade.

And then for the PDU opportunities, there used to be only three at the 04 level. There's now 17 at the 04 level. And 04 is a much more accessible grade for OMSs to take part in these things. And as we have seen in many of our careers, are not, we are diplomats and we do need to understand policy and the bilateral relationship.

just as our generalist colleagues do, because it informs what we do, it informs what our principal does, what they prioritize, what we're working on, and knowing about the country that we're living in is important, and knowing the department's mission is important. And so we should have access to these opportunities. So that's a long way of saying, I've been working on these things and they get me excited, and something as like a value set that's really important to me.

FS OMS Podcast (41:33.71)
is equity and fairness. And the way that structurally the OMS has fit into the department right now is not that. So the opportunity, you I saw that this unit was coming out. I was all excited. I celebrating. I was like, I can't wait to see who's on it. And then, you know, multiple people, which I will forever appreciate, reached out to me and said, hey, are you going to try to be on this unit? I was like, well, I don't know.

You know, you know, I kind of wishy washy'd and then, one of my friends really was like, no, you really need to do this. you, you, I know you want, and I did, I wanted to, but I was afraid to put myself out there a little bit. I didn't want to step on toes, you know, cause it is a stretch position for me. but ultimately, you know, it was a dream job. You know, I was fitting in all this advocacy stuff in the midst of doing my other job.

with supportive principals and bosses, but like to be able to do it full time is, you know, now that it's real, like it's an honor and privilege and I'm so excited and it's so necessary. So I just went for it. You know, my husband was in, you know, kind of incremental in it or implement, that's not the right word. My husband was really integral to my decision because I was waffling and I was like, well, you want to go over seat. And you know, as we are in the foreign service,

There's a lot more to our considerations for which position we're going to take than just what job sounds interesting. And I had told him like, multiple people are asking me about it. He's like, well, why aren't you going to do it? I was like, well, it's a stretch and we'd be domestic longer. He's like, those are really bad excuses. Okay. You know, so I went for, I talked to my boss and ops, the current director. And I had already along the way been talking about OMS stuff to her and anyone I could talk to because I was on the seventh floor.

I was using that access to like tout OMS issues since I had started. And so, you know, she was like, yeah, that makes complete sense. You're already doing it. You do it all the time. You're relatively comfortable talking to high level people about this because I've seen you do it and you aren't doing it. So yeah, you can leave ops early. not going to, I will happily let you curtail. Let me know what you need.

FS OMS Podcast (43:55.514)
so it wasn't just, you know, it was a me decision ultimately, but I had a lot of support along the way. and yeah, I'm just excited to be here and I'm glad that I got all that support and encouragement along the way. Cause I don't know if I would have done it. I really appreciate the raw and realness of what it took to get you to this position. and.

the weight of the position and what lies ahead. So what I want to express to our colleagues through this platform is change is slow, change is important. There is a strategic way to implement change. And sometimes it feels like I'm all the way out.

thousands of miles away from DC, I don't feel that change is happening. What would be your comments about how the OMS program unit is going to take this change and what it might look like if you can give a little snippet for our colleagues? Yeah, I mean, that's, I think you captured it really well. You know, and this isn't just an OMS problem. This is like, or problem, an OMS circumstance, but systematic change.

in a bureaucracy like the State Department, even if everyone is on board, takes time. There's a lot of regulations, there's a lot of financial considerations. You know, some of these regulations are congressional, some of them are related to the Foreign Service Act.

Some of it is APSA, some of it, it's just, there's just a lot of layers that I didn't fully understand until I came to Washington. And I still don't fully understand because I just got into this role and I'm having lots of courtesy calls to better understand all of those circumstances and limitations and guardrails and things. And that was frustrating in the field to not know what was happening, to feel like change came out of nowhere, to feel blindsided what was happening.

FS OMS Podcast (45:58.958)
And so I definitely will, you we are going to keep that in mind. You know, we can't bring everybody along the way for every little step because we do have to be strategic about timing, about who we're talking to about things when, because that's part of how we make things happen.

is a little bit of back channeling, some getting people on board, getting people who are in positions of power to support you. And you don't want to kind of get ahead of your skis in terms of making promises that we don't know where it'll be able to uphold yet. And I know how frustrating it is to have no idea what's happening in the field, like back on your behalf. So we are going to commit as a program unit to keeping you as informed as possible.

about what we're working on. And to that end, I would really appreciate if everyone could understand and just trust that maybe we're gonna be putting things out there for you to understand what we're working on that aren't gonna happen. You know, we're gonna be trying a lot of things and to make a lot happen in a short amount of time and not all of it's gonna happen. But I'd rather you be aware that we're working on something and then have it not happen than to just like be secretive about it and not let you know that we're trying.

you know, because I have, I've been having meetings with people who have been working on OMS issues for a while, non-OMSs and OMSs. and I have some really interesting context now about why things happened when they happened, why things were slower than I would have wanted them to be and why some things just straight up didn't happen and what those hurdles were. so we're going to be more communicative, about what some of those goals are while also recognizing what some of those hurdles are.

so that you can better understand how change happens in the department and kind of be along for the ride within reason. We do ask that you trust that we are trying to do what's best for the Corps, both currently and in the future. So yeah, I don't want to just say like, change is difficult in the department. It's a titanic. It takes a long time to turn a big ship.

FS OMS Podcast (48:11.724)
Because in some ways that's a cop out, like I've seen some leaders do it really well. Like DMR, right now, DMR Verma has been doing a good job, think, of working on lot on the modernization agenda, making a lot of change, but also being really clear about some of those hurdles. And that one win isn't the end of the fight. And so that's something that will, you know,

Our goal is not to get one thing done and then sit on our heels and be done. Like we're gonna be working on a lot of things at the same time, trying to get you all some quick wins so that you feel like things are happening. But also some of the big, big things are gonna take a long time, right? And they're not gonna happen my first year. Some of them I might just be laying the groundwork for the person who comes after me. Because there will be a person after me. I will commit, I will admit and commit to the fact that we are gonna work really hard to make sure that we have a permanent

home office. It may not be called a program unit. It may not live in MSS. We're working on what that looks like, but I will be quite clear that is one of our big goals is to make sure that this office is not temporary. Courtney, if you could wave a magic wand, what would be the biggest organizational change you would want to see in the OMS core? All right. Well, that's kind of a leading question. I talked about that a little bit. In terms of when I talked about how we're breaking down the

the work in terms of like big vision, future planning, the current, like some of the current frustrations and inequities. I'm going to focus on that piece for this question. you know, and it is, it is pay. It is great. so I want to, we are going to work, we're not sure in what capacity yet in terms of what the final product would look like, but we are definitely going to work really hard.

to ensure that we have at least a significant shift in grade parity for OMSs compared to other skill codes. There's no reason why we should be the only skill code that competes for four, for example. Every other skill code admin promotes to four.

FS OMS Podcast (50:26.69)
I'm not saying we're going to all admin promote to four. know the last time that we did an admin promotion to five, some people got left behind, myself included, but honestly I was happy for the core and it's fine. But we would be more careful about how we do that. I listened back to when the DG spoke, when we did the remote, it wasn't the symposium, but it's the other annual event we do that's training focused. But anyway, I listened to the DG's remarks when she was announcing the launch of this unit.

And during that same session, somebody pointed out that we are the only ones to compete for four and asked if we were working on or if she was working on it. And she said, yes, and I don't know why that's there. And that doesn't make sense. So I'm going to use that. And I would happily tell it to her if she's listening to this, DG. But that is something that is very clearly unequitable.

when you look at the rest of the Foreign Service and the State Department. So to some end, some of the big goals are, again, it's parody. I don't need us to be special. I don't need us to be like a pet. you poor OMSs. We are not poor OMSs. We are strong, really capable, important members of the Foreign Service. And I just want structurally for that to be reflected so that we are not.

the exception in a lot of these cases, like the 04 competitive promotion. So that's just like a piece of that. But yeah, I know, and I have been on the other end where when there's working groups and discussions and calls about like, how do we get all nurses to stay? And the very like obvious answer is like, I don't know, pay us. So I am not losing that context, I promise.

It is easier said than done and that doesn't mean we're not gonna make something happen. So I will put that out there in terms of how that looks. But that, you know, I don't know yet best how to make that happen and when, but we are gonna work on that. I for one am very grateful that that is on your mind and I appreciate any type of work.

FS OMS Podcast (52:40.671)
we all collectively put towards that. say I invited you to the orientation class, what would you say to bright-eyed entry-level officers, generalists and specialists across the range, foreign and civil service, what OMS contributions are to the department? mean, I would just highlight, I think...

As I mentioned before that we are a resource. have a lot of knowledge of a lot of different things and we do this all the time and they don't necessarily do it intentionally, but we often end up mentoring entry level folks anyway, because we're in the front office. They're going to go meet with the DCM first time or they're going to control officer, a site officer for the first time and they're freaking out. And we are generally more approachable and less intimidating than some of the higher ups. So.

I just want them to know like we are a resource, we are a professional. It was competitive for us to get into this just as it was for them to get into this job. And that we are, you know, I want to avoid and I'm just kind of like being honest here, like communicating with people with the assumption that they already think we are less than because I think that weakens us and we don't need to do that. And that's not, that's implying

that we need to do that. And especially in this case, if it's with new people, I don't want them to know or have any idea that anyone thinks we are anything less than equitable members of the team and resources and mentors. So I wouldn't say we are not secretaries or we're not going to do this for you or we're not going to do that or don't ask us to make coffee.

Those are very real experiences that we have and are frustrated about together in some cases, but in terms of how we present ourselves to the rest of the department, I want it to be confident and I want it to be clear that we do deserve a seat at the table and that is the assumption. you know, and maybe this is an opportunity for me to encourage you all to do that. You know, if you're coming into a meeting, sit at the table.

FS OMS Podcast (54:56.874)
If there's not a full table yet, and it's not like country team where everyone has their unassigned assigned seats, you know, which we all know happens. But if you've been invited to be a part of a meeting, don't put yourself in the back row. Automatically, you know, you know, protocol, you know, you know, hierarchy and what the topic is. And if there's only four chairs that maybe one of them, those four should be the primary people in that meeting, but just don't default to putting yourself in the background. Don't default to putting yourself in the back row.

because that's not where we deserve to be. And it's not how you're gonna help change the culture of the department to see us as what we really are. So I challenge each of you to not see yourself as someone who belongs in the back row, but to be somebody who has a place at the table in some of these meetings. And you are an advisor and you are resource and you're really knowledgeable. do that. It's something that we can do.

which will help shift culture. And when you're communicating with people, know, we can, every time I advocate for OMSs, I try to lead with what we do and how we're amazing and how we're awesome, instead of just right away leaning into the negativity. Because I've learned that how you make change is to get people bought in and to value you and your message. And then you use that, you tap that because they're now an ally. And so, you know,

As you are out there in the world, you know, I'm not the only one and my team's not, we're not the only ones who matter in terms of OMS advocacy and cultural change. You do too. And if there's an example where someone assumes that you are in the back row or has, does a slight, you know, or you're a great OMS. Why aren't you a generalist? You know, that whole spiel.

Instead of just getting upset about it, which is valid, you know, actually, no, I really find I have a lot of power influence in this job and I don't want to change. And you don't have to get into a whole thing, but just, you know, have that ready. You know, in Bangkok, I had to have a big old conversation with people about the candy dish. Like, an example, like I'm not, I'm not unaware of the realities for OMSs sometimes, you know, when I got to Bangkok and I wasn't filling the candy dish that was on my desk.

FS OMS Podcast (57:17.858)
you know, I got flack and I was like, I'm sorry, I don't know if you realize, but I make the least money in this entire hallway. So maybe if someone wants to give free candy, it's not going to be me. You know, and I was like, and also it's not my job, you know, and I didn't lead with that. That took a few days of another person being difficult. but they didn't ask me about candy anymore.

And other people who had overheard checked in and were like, man, that was, I'm like, yeah, and welcome to sometimes what the plight of an OMS is and the assumption of what we are. So I use those moments to advocate for myself, but also to kind of gain some allies along the way. But yeah, so challenge you for that, not just me.

FS OMS Podcast (58:07.628)
very impactful in terms of the cognitive reframing you're teaching us. It's positive reframing empowerment. And I think it will serve us in the future. And it's a sustainable way to build a core amongst ourselves, be prideful of our job skill code and to

advocate for yourself in a professional manner. Yeah. But we recognize, yes, it really is frustrating. Both of these things can be true. When they reduce you to their stereotype of what your job identity should be. A mentor once told me is, well, Stacey, that's your opportunity to educate. And I found that to be a piece of advice.

that was on the positive aspect because it brought me out of this feeling of negativity and into I have the power to change this and I'm going to take and claim my space. Yeah. So Courtney, I wanted to give you the opportunity to give us the last few thoughts before we close this podcast. Do you have any last few messages you would like to share for the court?

FS OMS Podcast (59:36.002)
I'm just really excited for you all at this time in the department and for this unit. You know, it's a bit selfish. I'm excited for myself, but I'm excited for what we're going to do and what it's going to mean. And I'm just excited that y'all are continuing to get more and more recognition for the important work that you and we do. I mean, we have a lot of allies and leaders right now who are on board.

Right? Like I randomly a few months ago ended up being able to talk to the secretary of state one-on-one for like two minutes about OMS equities. And it's because I put myself in the room, right? Like it was during one of the secretary's town halls. I waited in heels at the microphone the entire time with my prepared question, which was of course about OMSs. Didn't get picked because we ran out of time, but one of the secretary's staff came up to me and said, hey, come with me.

Okay, I'll come with you. And said like the secretary still wants to hear your question. So then I panicked a little bit, but we went out into the hallway and then I was introduced to the secretary and I got to ask him and he was not unaware of OMS issues. I brought it up, he spoke with knowledge. He said, yes, I know this is very important to John, meaning under secretary Bass, which is true. He's been one of our biggest champions.

and then he also said, yeah, but I know we've had record hiring, which we have, but he knew that off the cuff without someone feeding him that information. He was aware that we've had record hiring, which means he was aware of the deficit. and, know, and I said, yes, sir. And our attrition is still faster. And he's like, okay. Yeah, that's not good. We don't want to lose the experience. People, would love to hear your ideas and, your suggestions. And this is before I had the job.

this job before I knew I was going to get this job. You know, but like the secretary knew, you know, like that is amazing. You know, he cares, wanted to know more, you know, under secretary Bass is a huge champion. The DG is a huge champion. I mean, look how much time she spent at the symposium. And there's just like a lot of people in positions of power who care a lot of the chiefs of staff for the people in the positions of power. And really this chief of staff have a lot.

FS OMS Podcast (01:02:03.318)
of influence, which is something I've learned being in DC. So I'm just excited about the stars aligning and what we can get done. And I know I'll be disappointed that I won't get as much done as I want to get done because I want everything to get done. But regardless of that, I know we're going to get a lot done and I'm really excited for us. And I want OMSs to be proud to be OMSs. Like we should be proud to be OMSs and the rest of the department just needs to catch up.

So you be proud, you represent with confidence and positivity, and we'll get everybody else on board. We're gonna get there.

Well, Courtney, you've got a big job, but we're glad you're in that role to lead us and lead the way. Thank you so much for the time that you've taken to spend with us on this podcast. We hope to have you back again sometime around the season. Thank you so much, Stacey. I'm really excited to watch the rest of them and listen to the rest of them and hear from the rest of the Corps.

Thanks for tuning in. We're so excited to have you be with us. This is the Foreign Service OMS Podcast.