much out of harm s way. while all of that is true, this position also requires the person occupying the office to be every bit a manager as a diplomatic envoy. the secretary must effectively manage multibillion dollar budgets, and a workforce of tens of thousands. this is the part of the job that isn t flashy. and doesn t usually get much media attention. but is just as important as any other aspect of the secretary s duties. in order to execute foreign policy effectively, the secretary must have a fully functional department behind him. during your tenure at the cia, you demonstrated you understand the need for having a functioning workforce. i am hopeful that if confirmed you ll make it a priority to fill those key positions and to work to earn the trust of the career public servants in both the department s foreign and civil service. not only will the next secretary
team doesn t understand the mission and isn t working towards the same goal, it is incredibly difficult to think you would achieve it. i ve always done that. when i traveled, i met with state department officials, met with my own team, i spoke to them about the things i was going to demand of them, the things i was going to permit them to do and how to hold them accountable. i went to a location, the housing for officers was none of you would have aloud your families to be there. i spoke with the ambassador and told him it needed to be fixed. i wanted the state department families and ours to any that we cared about them enough to provide living quarters that were sufficient for americans. you should know i believe deeply the state department s workforce must be diverse, diverse in every sense of the word, race, religion, back ground and more. focus on mission, and demand that every team member, every team member be treated equally with dignity and respect.