ROLE OF THE EUROPEAN UNION IN CLIMATE DIPLOMACY

The European Union’s (EU) climate diplomacy has changed dramatically since the early 2010s. Previously relying on a ‘leadership-by-example’ approach primarily concerned with the external projection of its domestic policies, the EU profoundly adapted its climate diplomacy strategy between the 2009 Copenhagen COP 15 and the 2015 Paris COP 21. This reimagined strategy was further solidified in the aftermath of the Paris Climate Conference. The EU’s redesigned climate diplomacy focuses on stronger – cooperative and adversarial – bilateral relations with significant emitters and greater flexibility in its positions and actions. (“The European Union’s Strategic Turn in Climate Diplomacy …”)

It is a widely held and, at first glance, plausible belief that the European Union (EU) is the world leader in combating dangerous global climate change. Since the early 1990s, the EU has committed to unilateral and relatively high reduction targets for greenhouse gas emissions. In addition, the EU has ensured the implementation of the 1997 Kyoto Protocol, the only legally binding international framework for reducing greenhouse gas emissions. This aspires to demonstrate leadership in developing a new global agreement after 2012.

The European Union’s Influence on Copenhagen Policy

Europe is forming its post-Copenhagen policy, with a strong emphasis on engaging third countries and adopting a more “realistic” approach to climate diplomacy. However, fundamental differences exist between and within European countries on key issues such as the transition to a 30% EU emissions reduction target, the future of the Kyoto Protocol, the significance of a binding UN treaty, the appropriate mix of conditionality and incentives, and the role – if any – of border adjustment measures. (“European Climate Diplomacy after Copenhagen – E3G”). These policy differences stem from fundamental disagreements about strategic goals and perceptions of international politics. The EU will be unable to deploy the total weight of Community and Member State resources to support its collective interests unless new processes for closer strategic alignment are implemented. Closer alignment is built on three critical pillars: improved collective political intelligence, a clearer medium-term strategy for meeting the 2c goal, and stronger strategic conversations on climate change among senior European politicians and officials, including foreign ministries.

However, a few new perspectives emerged in the post-Copenhagen context, emphasising the EU’s alleged role as a ‘leadiator,’ a ‘leader-cum-mediator,’ and paying some attention to its bilateral relations with emerging economies. However, the multipolar dynamics of the Paris Agreement negotiations and implementation necessitate a thorough rethinking of scholarly analyses of the EU’s climate diplomacy. Importantly, these must include a Foreign Policy Analysis perspective beyond the alleged default multilateral preference.

Europe must handle four significant areas of Climate Diplomacy.

The EU appears to be as well prepared as other major powers to navigate these new waters. Still, it will need to be more adept at climate diplomacy than the “low ambition coalition” to achieve its ambitious, positive agenda.

The four primary areas of climate diplomacy which Europe must address include:

  • Strategy: How Europe defines and integrates its overall climate change goals with its broader strategic interests.
  • Political engagement with third countries: How Europe perceives and influences climate change discussions in other parts of the world.
  • Policy towards the international climate regime: How Europe creates effective international climate change cooperation mechanisms within and outside the UNFCCC.
  • Practical climate cooperation with third countries: How Europe organises itself to provide practical support for low-carbon, climate-resilient development worldwide.

European Green Deal Diplomacy

Rebuilding Europe’s climate diplomacy strategy must begin with an open discussion of European interests, which may necessitate internal realignment of those interests. Maintaining momentum will require the enthusiastic participation of new stakeholders in the internal European debate, including the national security community. Europe needs a more intelligent political strategy, backed up by new diplomatic machinery, to influence other countries and win their support for its policy positions. European countries should continue to share lessons learned on best practices in this area through the new European External Action Service, the Green Diplomacy Network, and other channels.

Green Deal Diplomacy

One of the novel aspects of the new European Commission’s proposal for a European Green Deal (EGD) is the establishment of a “Green Deal Diplomacy.” While this ambition has yet to be realised, the proposed new diplomacy does not emerge from a vacuum. The EU has been developing explicit climate and energy diplomacies since 2011 and 2015. As a result, it will be critical for EGD diplomacy to learn from previous attempts to formulate and implement EU external ambitions in policy areas related to the European Green Deal, both successes and failures. The purpose for the EU to be a “global leader” by paralleling internal ambitious transition efforts with a “stronger ‘green deal diplomacy’ focused on convincing and supporting others to take on their share of promoting more sustainable development has received comparatively less attention.

For climate diplomacy, regular and extensive conclusions on spreading ambitious climate action to various actors, emphasising instruments and policy synergies (e.g., energy, human rights, trade, security, development) have provided a relatively straightforward framework of external engagement. The goals of energy diplomacy are less clear, with actions primarily aimed at improving internal coordination among Member States and EU institutions and expanding on existing energy partnership/dialogue formats. As a result, transparent decisions on which concrete policy-area specific objectives and external instruments will be included in EGD diplomacy will be required to develop into a meaningful, comprehensive outreach strategy rather than a paper tiger of stated ambitions for various areas of external engagement.

Conclusion.

When the EU redesigned its external climate strategy, it changed how it chose its main interlocutors and interacted with them in practice. The Union has shifted away from a singular focus on the multilateral arena and leadership-by-example to what is known as ‘multiple bilateralisms’ (MB), which is defined as a foreign policy “strategy that entails the maintenance of several bilateral relationships in parallel as a subset of a multilateral negotiation setting.” With this shift, the EU abandoned its efforts to create a global climate regime that mirrored its regional and adopted a more pragmatic approach, acknowledging that it is part of a broader and malleable global context in which the – cooperative and confrontational – relations between major emitters shape multilateral climate policies decisively. The key features of the redesigned EU climate diplomacy are greater flexibility and more significant investment in the EU’s multiple bilateral relationships with other major emitters in parallel with the ongoing UN climate regime negotiations.

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Writer by Eric Muhia, International Studies and Diplomacy Graduate Student

13 April 2022, Kenya

Photo by Frederic Köberl

Category: Diplomacy

Reference: EM13042022D   

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CONFERENCE DIPLOMACY IN THE 21ST CENTURY

“Conference diplomacy has its antecedents in the Eastern Mediterranean in the 4th-century bc when the Greek city-states and Persia convened eight international political congresses, established a mutually guaranteed territorial status quo, and agreed on rules of conduct for regulating international affairs.”

What is Conference Diplomacy?

Conference diplomacy is the management of relations between governments and intergovernmental organisations that takes place at international conferences. This definition encompasses relations between governments and relationships between governments and the organisations to which they belong. This latter type of relationship has brought new elements to diplomacy. The term “conference” is used broadly, preventing the old distinction between a conference and a congress. The latter refers to gatherings attended by sovereigns or their principal ministers.

It is about resolving differences through an interconnected set of compromises and trade-offs in which no party gains everything, but all parties gain something and concede something.

Actors in Conference Diplomacy.

In most intergovernmental conferences, four main actors can be detected:

  • the delegations, as representatives of their governments.
  • the secretariat and its executive head.
  • the presiding officer(s).
  • various groups of governments, often acting through a single delegation appointed by the group.

Sometimes others become involved in conference diplomacy:

  • non-governmental organisations.
  • formal mediators, appointed by the parties in the dispute, by the UN Secretary-General, by the UN Security Council, or somehow.
  • informal facilitators- a recent example is former US president Carter, with his interventions in North Korea, Haiti, and former Yugoslavia

Rise of Negotiations in Conference Diplomacy.

Westphalia, especially the Münster agreement, can be seen as a network of interconnected bilateral negotiations. It thus had a multilateral connotation, though not in the modern sense. As a result, this study proposes the term multi-bilateral negotiation because the meetings resembled a conference and resulted in numerous informal contacts between delegations that were not involved in formal negotiations. It is worth noting that this transverse or transliteral negotiation, along with regular longitudinal negotiation, is common in today’s conference diplomacy. In fact, the more participants there are and the more complicated and numerous the issues, the more transliteral negotiations are required inside and outside the conference rooms to keep the process moving. While the procedures and methods of the Westphalia negotiations favoured the larger countries, the smaller parties considered themselves fortunate to have been invited. Without the massive gathering, they would have been left much more out in the cold, which is why small countries prefer multilateral meetings. In contrast, their larger ‘brothers’ often prefer bilateral meetings currently. Westphalia can be seen as a bridge between old-fashioned bilateral interaction and twenty-first-century conference diplomacy in terms of procedure and process.

The United Nations and Conference Diplomacy

Diplomacy today faces the challenges of modern phenomena such as increased public attention and involvement, new modes of communication, and an increase in the number of international state and non-state actors, all of which are required to formulate foreign policy. From air traffic to the internet, modern communication technologies have allowed top diplomats, politicians, and heads of government and state to communicate personally and directly.

Conference Diplomacy (Kaufmann, 1996) by Johan Kaufmann assists practitioners in dealing with the procedures of institutionalised conferences, particularly in the context of the United Nations. Today’s United Nations has unrivalled convening and mobilising power, which has been used to organise many global conferences on various topics ranging from women to human rights, population to social development, and economic development to environmental conservation. Typically, the panels have included all global governance actors—states, civil society organisations, and, to a lesser extent, private sector firms. Whereas intergovernmental conferences are essential for the development of treaty law, global discussions are critical to the evolution of norms and ‘soft law,’ which begins to exert a binding effect in customary international law. According to two UN scholars, these conferences are “important for articulating new international norms, expanding international law, creating new structures, setting agendas… and promoting linkages among the UN, the specialised agencies, NGOs, and governments.” Any major global conference is accompanied by extensive diplomatic activity, which can last several years. Countries try to identify like-minded and thus likely coalition partners, harmonise strategies to advance their own and defeat competing interests and efforts, mobilise NGO support or blunt NGO dissent, etc.

Did you know?

A conference diplomat can jeopardise himself if he makes deliberate misrepresentations or avoidable errors, which are likely to be discovered sooner or later by his fellow delegates. Another delegate may confront him about his mistake in a speech, or he may be approached informally. In both cases, he will be questioned about the integrity of what he said. As a result, the conference diplomat will ensure that the facts he mentions in official sessions, informal speeches, or private conversations can be supported. On the other hand, the problem is that ‘truth’ is not always a singular entity. Truth can mean one thing to one person and something else to another when it comes to policy.

Conclusion

Modern conference diplomacy is one result that uses an ancient diplomatic strategy for avoiding conflict for as long as possible—ideally until a solution is found.

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Writer by Eric Muhia, International Studies and Diplomacy Graduate Student

Category: Diplomacy

06 April 2022, Kenya

Reference: EM06042022D  

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HANDLING CONFLICTS

Conflicts are inevitable. As long as humans walk the face of the earth, there will be confrontations. From issues as minor as scheduling two appointments simultaneously on your planner to disputes between family members and co-workers or political disagreements within the government, everyone will deal with conflicts on some level and in some manner.

For the most part, no one wants to enter into a personal conflict or disagreement intentionally. Conflicts can cause quite a stir of raw emotions and defences. If not handled correctly, it can cause many misunderstandings, severed relationships, financial hardships, unexpected reactions, or other issues and problems.

One of the best protocols for handling conflict is to avoid conflicting issues before they arise. However, that is not always an option.

When handling conflict, consider these guidelines:

Promptly – When an unavoidable issue arises, address it promptly or as quickly as possibly allowed to avoid the situation from escalating more. Don’t allow conflict to ferment. Many unpleasant problems can be resolved more civilly if just addressed promptly. Accidents, mistakes and slip-ups happen. Try to make corrections to mend the situation and move forward when they do.

Professional – Handle conflicts professionally. Something may have gone awry and not the way planned initially; however, don’t break the protocol of being professional. Think of reasonable, agreeable solutions to rectify the error.  

Private – When a negative situation does occur (and once again, they will), if at all possible, try to resolve the problem in private with all the parties involved. Who does the conflict affect? If the matter only concerns one other person or a small group of people, keep the case with them only.

It is crucial to remember to handle the issue in private only if it can be done in a safe environment and without causing any further harm to someone else or something else.  

Public – If your conflict was public, it might be necessary to handle the resolution publicly. This may even involve public apologies or corrections. If so, take it with no dramatics and as professionally as possible. 

“Make wise choices. Every choice you make has a consequence.”

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Writer by Renita Jackson, Etiquette Specialist 

06 April 2022, U.S.A  

Category: Etiquette 

Reference: RJ06042022BE    

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SOFT POWER DIPLOMACY

Japan’s soft diplomacy phenomenon is portrayed through “Pop Culture Diplomacy.” The Japanese government’s program uses anime (animated cartoons) and manga (a comic style) to achieve a foreign policy goal. The use of pop culture as a diplomatic strategy stands in appealing, warm, and humane opposition to the threat of military power. While reliance on pop culture as a means of soft diplomacy and nation branding has significant potential for international relations, nations must be cautious in developing these practices. Recent initiatives in Japan, Britain, Turkey and the United States reveal the possible benefits and pitfalls of soft diplomacy and nation branding through popular culture.

Soft Power

Joseph Nye Jr, a political scientist during the 1980s, defined soft power as a country’s ability to influence others without resorting to coercive pressure. When put into practice, it entails a process where countries project their values, ideals, and culture across borders to foster goodwill and strengthen partnerships. The concept of soft power was first used in 1990 by the American Political Scientist Joseph Nye. In his article, Nye focuses on how America will rebuild the hegemonic power of the unipolar world after the Cold War. The debate has been shaped around ‘how power has changed in international relations. Countries must constantly renew themselves in the global competition.

Countries have developed tools and strategies to help them outperform their competitors in global competition. The country’s soft powers and brand are the most important tools. Positive images of the countries attract investment, tourism, and security. The country brand has evolved into an essential soft power tool in this context. The countries’ brand values and soft powers directly impact one another. Countries with a high brand value also have effective soft power. A country’s soft power is primarily based on three factors: its culture (in places where it is appealing to others), its political values (when they are upheld at home and abroad), and its foreign policies (when they are seen as legitimate and having moral authority.)

Soft Power Diplomacy

Soft diplomacy is one of those words with a hazy definition that you recognise when you see it. Typically, it refers to attempts to engage directly with the public in indirect ways; it’s diplomacy’s soft power equivalent in that the goal isn’t so much to accomplish a specific substantive task as it is to try and change the fundamental basis on which a diplomatic relationship exists between countries. In and of itself, diplomacy evolves from the IR theory of Liberalism, which promotes cooperation among state actors for the peaceful resolution of conflicting issues in a win-win situation. As a big fan of Joseph Nye’s work on liberalism and soft power, I can say that soft diplomacy is based on the same idea.

Soft diplomacy is a process of mutual empowerment in which no direct goal-oriented action is taken, but efforts are channelled indirectly to achieve the goal. There is some debate about whether the affected state actors will directly participate. I believe that state actors are involved in some cases, and some indirect state actors engage in soft diplomacy.

European Union Soft Power Diplomacy

The EU is a leading intergovernmental organisation, and its success inspires non-member states to join the European integration project. The EU’s “soft power” stems from its willingness to offer a seat at the decision-making table, built on this promising foundation. This attractiveness ensures peace and security among European states, and the EU enlargement process strengthens the EU’s position on a global scale. As a result, the EU’s soft power benefits its member countries and the EU itself. This attractiveness ensures peace and security among European states, and the EU enlargement process strengthens the EU’s position on a global scale. Thus, the EU’s soft power benefits both its member countries and the EU itself. Soft power is being used by rising powers such as Russia, China, and India. Soft power and public diplomacy are lacking in developing countries.

Examples of Soft Power Diplomacy:

Korea

From the Gangnam style dance moves to the crazed fans of Korean pop groups like BTS, Twice, Black Pink, and the Oscar-winning film Parasite, as well as a large following of soft romance in Korean dramas. Korea is the new entertainment industry leader, in addition to establishing a foothold in the cosmetics and fashion industries, which have taken the world by storm.

India

India’s long history, culture, and civilisation is the most significant factor. These have drawn intellectuals and ordinary people from all over the world to India. So many brilliant minds from all over the world would not be working as Indologists if they were not attractive. Being in a strategic location and a global powerhouse of Asia, India also exercises soft power diplomacy through its vast diaspora, IT and pharmaceutical industries, and a foreign policy that values its neighbours.

China

China is one of the most powerful nations in terms of soft power diplomacy, from a global economic powerhouse to a centre of rich culture and traditions. China is a land that has it all, including our favourite Pandas, who are one of the key Chinese soft power diplomacy instruments.

Germany

Germany wields considerable influence and soft power in public policy, foreign relations, and international affairs. (Not afraid to criticise Russia or even support Iran for the JCPOA.) Germany is also a major contributor to global donations to international organisations and the most influential advocate for environmental protection, conservation, and sustainable development.

Conclusion

Soft Power is about winning people’s hearts and minds at its most basic. As a result, a people-centred approach is required. Governments cannot do much more than facilitating the process in this regard. Even if the concept of Soft Power is imprecise, Joseph Nye did well to highlight this important aspect of countries’ foreign policies. There is no country today that does not value this factor. Academics and intellectuals can be crucial in this endeavour.

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Writer by Eric Muhia, International Studies and Diplomacy Graduate Student.

21 March 2022, Kenya

Category: Diplomacy

Reference: EM210322D    

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DIGITAL DIPLOMACY IN THE UNITED KINGDOM

Digital diplomacy has become a new and increasingly popular strategy aiming to broaden access to the United Kingdom cultural context and make it more accessible to people worldwide in this age of information society. (Grincheva, 2012)The British Council is the central diplomatic organisation in the UK and the second biggest charity organisation globally, whose aim objective is to develop international cultural and educational relations with different countries worldwide while maintaining a non-governmental status. According to the Royal Charter, The British Council’s purpose is to widen the exposure and knowledge of the English language and promote a broader global understanding of the UK. British Council programs include building intercultural dialogue through digital media tools because digital media is one of the key tools used by the British Council to expand its outreach across the globe.

The UK is among the few countries that take digital diplomacy and policy very seriously, especially in its creative industry and cultural sectors. The UK is aware of the importance of digital potential in enhancing and preserving its national cultural heritage. The UK government established an institution called the National Archives of the UK, which preserves the heritage of the UK in a digital form to make it more accessible for people all over the world online. The National archives, which serve England, Wales and the UK, hold up to 1000 years of national records and up to until October 2011; The National Archives had a sub-body called the Museums Libraries and Archives Council and this partnership aimed at empowering national museums and libraries providing experience through connecting them to national cultural heritage. The British Council employs the full potential of new media like the internet to promote the richness of the arts and British culture. The museum galleries have been applying digital technologies to reach new audiences. A lot of online programs and websites have been developed by the British Council to provide access to creative and cultural products of the UK on a global scale.

Digital diplomacy in the UK aims to showcase the UK’s cultural, national superiority and excellence to wider audiences. The British Council uses diplomacy in promoting its innovative practices, like building more democratic and inclusive societies around the world. The UK applies digital media to support English language learning and mastery through online interactive resources like learning English websites used by over 2 million teachers and students worldwide, providing unlimited materials necessary for effective English language learning, practising and examination.

The United Kingdom’s national ambition is to ensure that it’s one of the world’s leading digital knowledge economies employing digital technologies in economic initiatives. The digital diplomacy group was established in the UK to make sure the foreign and commonwealth office in the UK is a world authority on the theory and practice of digital diplomacy.

In conclusion, digital diplomacy has become a platform for attention generation by diplomats. Diplomats, just like almost everyone else, are competing for attention. This has led to attempts by some diplomats to use jokes or entertaining posts to make statements and trends online. An example is a post made by the Joint Delegation of Canada at NATO in 2014, which through a satirical post accompanied by a regional map, critiqued Russian actions in Crimea. The post generated attention in the diplomatic world about the Russian invasion of Ukraine. (Wanless, 2014)

References

Grincheva, N. (2012). Digital Diplomacy. International Policy Frame transformation in Diplomatic Discourse.

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Writer by Eric Muhia, International Studies and Diplomacy Graduate Student.

03 March 2022, Kenya

Category: Diplomacy

Reference: EM030322D    

 

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CHALLENGES OF PROTOCOL IN THE XXI CENTURY (I)

As we have discussed in previous articles, Protocol in the XXI Century and Origen of the Protocol, Protocol is a complex and transversal discipline with some challenges to face in the XXI century. The scientific research consulted has given us five challenges as a result. This will be the first article in a series of five where we will talk about all of them.

FIRST CHALLENGE: LACK OF KNOWLEDGE

The first challenge revolves around the general lack of knowledge about protocol, not only for the general public but also for digital and traditional media. If you are working in this profession, you know what I mean. If we went out on the street and asked the first ten people, we found that their answers would probably be between cutlery placement and royal issues if they knew what protocol is.

But we are by no means the first affirming this fact. Other professionals have said before that general society does not know what protocol is. It has been associated with unnecessary expenses, meals, etc. (Fuente Lafuente, 2013, p. 4). Words that have evoked other recent media articles –traditional and digital– denounce cases of politicians accused of spending excess money and associate this expense with protocol.

But let´s imagine for a moment that somebody would like to go deeper into the internet on the subject. What would happen?

Recently, there has been an explosion of protocol content online, either on websites or in blogs, video blogs… Anybody who would like to learn about our profession could quickly go online and do research. So, the question would be, what are they going to find?

María Gómez Requejo, project partner in Protocol Bloggers Point (PBP), a space dedicated to collecting all blogs in different languages that exist whose theme is protocol, wrote an article where she analysed this webspace. Her conclusions were as follows:

  • 7,6% of the blogs collected in this space can be considered made by researchers from the protocol world.
  • The profile of the bloggers is divided into 15,8% amateurs and 84,2% professionals from all areas of the protocol/event sector.
  • Only a tiny percentage of professionals are researchers, therefore dealing with the subject from a scientific perspective.
  • The content is not only written in Spanish but also in English. There are bloggers from 11 different countries.
  • The specific topics of the blogs are eight, but the ones that collect most of the cases are four: communication, events, protocol and ceremonial, and personal image and etiquette.

After that, the author focuses on the publications around protocol with a scientific character. There is one in operation in this area, the Revista de Estudios Institucionales, edited by the UNED (in Spanish), and the magazine Compé published its last copy in 2014.

The second part of this great misunderstanding about protocol comes from the media. Both traditional and digital.

Carlos Fuente makes the first approach to the phenomenon of the protocol in media. In his opinion, there is a tendency to identify protocol and its official events with the royal environment. This has a direct consequence, which is none other than calling it strict and tight. Outside the official sphere, it fits in the good manners and how to behave. (Fuente Lafuente, 2013b, p. 170).

This vision generally conveyed by the media has a clear consequence: the social distortion of the concept. The general public learns from the media that discipline consists basically of parties, unnecessary montages, etiquette and other frivolities. Therefore, society and media relate protocol with extra expenses.

Regarding the media, we find a recent study where this aspect is analysed in digitised media –press, radio and TV– from 1979 to 2016 (De la Serna Ramos, 2017).

One of the things that research shows from the beginning is that learning what protocol is from media is impossible. And that with the emergence of digital media and social networks, the situation has nothing but worsened. The association of the term protocol is linked to subjects like clothing or social education only. The impression is that the media is not interested in whether the user is correct or not; they only need a headline that attracts readers. Saying «Pope Francis has broken protocol» has much more impact on the reader than «Pope Francis has stopped to talk to an acquaintance».

In short, the public’s lack of awareness is a thing that has an “easy” solution with the dissemination of knowledge to a greater or lesser extent. But changing and correcting what people have been hearing time and again in the media is a whole different thing that adds up to an already difficult situation for protocol.

Despite this, De la Serna Ramos reaches four conclusions in her research:

  • It cannot be said that the term protocol is always misused in the media since the use is appropriate and rigorous in some cases.
  • Secondly, in the Spanish case, with the arrival of democracy, the discipline began to find its place in media related to the authorities and the political class.
  • On the other hand, in the first years of the XXI century, an increase in the improprieties of the term and the discipline is detected. This is linked to etiquette in the society pages again.
  • Finally, and in view that the situation is more negative than positive, De la Serna Ramos proposes a measure to improve this discipline in media: include protocol subjects in journalism degrees and studies. Currently, only two universities with these studies offer this option.

Therefore, this situation is complicated to reverse and represents the first major challenge that the protocol has in the XXI century. There is, without a doubt, a significant lack of awareness on the part of the public in general, and this does not seem to be improving in the light of the situation with the media as described above.

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BIBLIOGRAPHY

De la Serna Ramos, M. (2017). Tratamiento del protocolo en los medios de comunicación. Una aproximación. Revista de Estudios Institucionales, IV, 11-26.

Fuente Lafuente, C. (2013a). Los necesarios cambios en el Ceremonial de Estado. Compé. Revista Científica de Comunicación, Protocolo y Eventos, 4-19.

Fuente Lafuente, C. (2013b). Percepción de los medios de comunicación sobre el protocolo. Compé. Revista Científica de Comunicación, Protocolo y Eventos, 1, 156-173.

Gómez Requejo, M. (2017, junio 27). La importancia de los blogs en la divulgación/difusión del protocolo. El caso “Protocol bloggers point”. Revista Estudios Institucionales, 4(6), 117-136. Retrieved from http://revistas.uned.es/index.php/EEII/article/view/18862

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Writer by Daniel Delmás, Professional of events and protocol.

15 February 2022, The Netherlands

Category: Protocol 

Reference: DD15022022P    

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SOFT SKILLS PROPELLING PROFESSIONAL SUCCESS IN POST-PANDEMIC ECONOMY

The past two years brought unprecedented changes to how we live and work. As the second wave of The Great Resignation is forecasted to descend upon all industries in the middle of 2022, employers and employees are fundamentally rethinking their future strategies.

Whilst it is tough to foresee the true expend of changes and the lasting effects on post Pandemic world, it is evident that changes are here to stay.

Research conducted by Harvard University has consistently shown that 85% of career success is attributable to well‐developed soft and people skills. Traditionally, the emphasis on business etiquette was placed in a professional environment to build long term business relationships and customer rapport. In the current climate, however, employers began to recognise that people skills are necessary not only for potential candidates to stand out but also for corporations to preserve the talent they already have working for them.

The Pandemic catalysed the ever-growing dynamic equilibrium in the job markets worldwide, the most significant change since The Industrial Revolution. The aim is to excel in this short window of opportunities, where companies are willing to hire people with a wide range of experience and invest in the training of their employees. Whilst lack of industry-specific knowledge or expertise is eagerly acknowledged and supported by the employers, well-developed soft and people skills remain imperative components and criteria when hiring.

Working from home digitised the way we interact with our colleagues and clients. As for many of us, main channels of communication are emails, telephone calls and video conferencing; it is more vital than ever to possess the ability of clear and concise communication, good manners, and the ability to build strong relationships with people, whom we may never get to meet in person. Rapid globalisation and outsourcing of the workforce added a further layer of necessity to communicate with people from different cultures across the world effectively. We have found ourselves in a world where knowledge and skills have been placed on the same plateau with professional decorum and cross-cultural sensitivity.

As someone whose primary professional expertise are in STEM, my conclusions are based on a unique blend of diligent observations and firm comprehension that developing good soft and people skills is very much a multidimensional phenomenon. In my opinion, the single ability to switch up and adapt one’s vocabulary depending on the audience is the most critical life skill one can master. To excel in a professional environment, personal presentation, listening skills, and efficiency must be learned. But above all, even if professional development is not on your priority list, it is worth remembering that Ai is estimated to replace 40% of current jobs within the next 15 years. With this undisputable prognosis in mind, it is worth remembering that soft skills will remain the most sought for expertise in job markets across the globe.

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Write by Anastasia Martel, a specialist in Etiquette  

8 February 2022, United Kingdom

Category: Diplomacy

Reference: AM80222D

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AUSTRALIAN PUBLIC DIPLOMACY

PROTOCOL AND ETIQUETTE

In June 2018, Australia’s very own High Commissioner to the United Kingdom, the then titled Honourable Alexander Downer, and his Twitter faux pas splashed over the Australian news.  What did he do that made Aussie headlines?

Two weeks after officially leaving his post as High Commissioner, he used his ‘business’ account to tweet support to his daughter, Georgina Downer, who was forging a career in Australian politics.  The secretary of Foreign Affairs and Trade Department, Frances Adamson, stated that Alexander Downer “mistakenly used the account instead of his own” stated the Adelaide Independent New Indaily, Friday, Jun 1, 2018.

The rapid evolution of mobile technology, together with the emergence of social media, has significantly changed, to communicating instantly, letting millions know facts, figures, actions, reactions, and interactions.  How can social media and diplomacy work hand-in-hand?

Modern public diplomacy is used for the promotion and enhancement of a countries profile, critical humanitarian and consular events, and the explanation of economic developments.  The use of public diplomacy allows for open, transparent, and accountable dialogue, which enhances friendly relations, monitors events, gauges public sentiment, gathers information, and explains government policies and programs.  However, the Australian government states in an Administrative Circular of July 2014 that social media does not replace traditional avenues of announcements.

It was noted that in 2009 the United States Government piloted a program that used social media outlets such as Twitter and Facebook in the Middle East, “increasing citizen engagement and civic participation”.  Also, that year the Israeli Foreign Ministry said they wanted to use social media to “focus less on Palestinian issues and more on the Iranian threat.” (Zhang & Fahmy et al., 2015).

For those in the diplomatic or government services that are tweeting, blogging, and using social media to get their word across to the masses through real-time channels, what guidelines do they follow?  Guiding them is the Department of Foreign Affairs and Trade’s Ethics, Integrity and Professional Standards Policy Manual and the Department of Communications and Parliamentary Branch.  Which begs the question, what can we do as individuals that are not working for the government department? How can we use social media mindfully?  Here are four tips for using social media to your advantage:

“Is my social media account private?”

Whether you have a public or private profile on social media, you are still leaving a digital footprint.  Whatever you post in word, photo, video, audio, or emoji can be screen-grabbed and passed around quickly, without your knowledge.

“What are my intentions today?”

Post information you want people to know and won’t regret one week, one year, or ten years from posting.  Always post positively and professionally.  Using courtesy is the best practice today.

“How can I keep safe?”

Keep personal information, such as your address, birth date, etc. off social media as hackers are constantly harvesting and farming for your personal information.

“What content will I display and post today?”

Be wise with photos, audio, and videos you take of other people.  Try to pixelate, blur or cut people out the best you can unless you have their consent to publish.  Consider your comments and the emojis that you attach to your comments.  Emojis have a powerful effect as non-verbal cues.  Adding emojis to social posts could bring confusion in interpretation.

“Ensure Intercultural Intelligence”

Symbols, emojis, illustrations, metaphors, and even the contextual meaning of words can be interpreted and experienced differently across countries and cultures. Mind your social media had a borderless reach and can be resent by anyone who has received it directly or indirectly.

Make sure that you master intercultural intelligence so that your message is “global proof” and will not cause embarrassing situations for you and the entity that you are representing.

May you use social media wisely and mindfully.

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 Written by Elizabeth SOOS, an expert in Etiquette  

27 January 2022, Australia 

Category: Diplomacy 

Reference: ES270121D

ProtocolToday is an expert organization, Founded by professionals with years of experience in Cultural Intelligence and Soft Diplomacy. They offer well-researched training programs to help you prepare for the international presence. Enhance your abilities to dine, converse, and present at an international stage.

Become discreet and make your mark!

PROTOCOL IN INTERNATIONAL BUSINESS

INTERNATIONAL PROTOCOL AND SOFT DIPLOMACY CONFERENCE 2021

INTERNATIONAL PROTOCOL AND SOFT DIPLOMACY CONFERENCE 2021

In the current era of unavoidable global relationships, knowledge about diplomacy, protocol, culture, and soft skills is essential to achieving business objectives. A successful business deal begins with comfortable relationships between the parties involved. It involves, among others, good manners, interpersonal intelligence, empathy, body language, assertive communication, personal image, and mutual appreciation.

Within this context, the “International Protocol and Soft Diplomacy Conference” was successfully held on Thursday, 9 (in English) and Friday (in Spanish), 10 December 2021. The conference was organised by PROTOCOLTODAY, a prestigious Dutch consultancy and academy firm specialising in protocol consultancy and international business skills training. ProtocolToday is also the publisher of the Global Mindset Magazine. The conference featured prominent speakers, approximately 100 participants from 33 countries, more than 12 embassies, international entrepreneurs and managers, and journalists from Diplomat Magazine EU.

This conference dealt with topics aimed at complementing those issues that, on multiple occasions, are omitted despite their enormous importance in negotiations with clients and possible strategic partners.

The program started with a presentation by Professor Dewanand Mahadew, CEO of NewEconomyStrategies (The Netherlands), on “Impactful Communication in International Business”. He emphasised the need to be cautious and discreet to avoid offensive situations. Knowledge about communication and understanding others is key to reasonable negotiations. Staying calm and positive is essential.” He recommended applying understanding, empathy, respect, prudence, and compassion.

He highlighted the urgency of “knowing how to navigate the world easily. That is, being able to ‘feel at home to avoid being seen as strangers. We must develop a global mentality and understand and learn about culture, politics, and economic systems to become familiar with the country we are visiting”. His speech included globalisation by specifying: “The globalised world requires connecting skills. This means feeling comfortable and being loved in the places we visit. We must have the ability to connect with other people despite existing differences”.

He referred to interpersonal skills as “communicate, persuading and negotiating, and having a critical mindset.” That is, being aware of what we do creatively and responsibly and enjoying a correct image. He suggested developing the “skills of knowledge, learning, and imagination.” Finally, he commented on the importance of appearance and how we express ourselves verbally and non-verbally in a business conversation. Apart from the first impression generated is the profile made of us.

René Spaan, leader of the Smart Mobility project (The Netherlands), addressed “Personal Anecdotes Working with Mexican Diplomacy”. He began with a revelation inherent in his experience: “If you work as many people, there may be those who do not keep their word”, alluding to the absence of seriousness in the business environment. He placed particular emphasis on credibility and on “legal and financial” factors in business.

Based on his recognised career, he recommended, when entering into trade agreements with Mexico, “to understand Mexican culture to become familiar with the cultural factors of the country in which you do business”. He was forceful in reiterating that the Aztec country is not “pure drug trafficking or illicit activities”, as is frequently exhibited through the media. It is a nation with extraordinary investment potential and rich historical diversity.

Gerardo Correas, president of the International School of Protocol (Spain), discussed “Protocol: Sentiment to Communicate” established several conclusive details aimed at understanding the function of the protocol and asserted “the protocol is nothing other than techniques to organise and they must occupy in each country depending on the current forms of communication. You have to place it in the context in which we live”.

He commented on working on the different emotions of the participants in an event to make it an experience and suggested that the social sciences be incorporated into the protocol to guarantee the proposed objective. He was conclusive when he said: “Each event should be an experience that channels feelings and emotions.”

He alluded to the “personal brand” and how it contributes to distinguishing, defining and differentiating. “To single out and enhance the entity’s brand, we must generate impact,” he said. It is a job that is the responsibility, in an organised way, to all areas of the company and “thinking about a global communication strategy.” Finally, he noted, “We must change the language or the words that protocol experts use to suit the public. It corresponds to transferring the protocol’s message in a simple way to society”.

Adriana Flores, an expert in Protocol & Diplomacy and founder of ProtocolToday (The Netherlands), spoke on “The Impact of Protocol and Diplomatic Skills in International Business”. She commented on how “internationalisation” has affected our lives worldwide. Therefore, she said, “we must know how to connect and be trained to deal with entrepreneurs and suppliers. We need to know the etiquette, protocol, and professional ethics” rules.

She highlighted the importance of knowledge in permanent professional growth and how “they will facilitate the opening of new doors in the workplace” and emphasised that “each of us must be the best ambassador of their own country in the world.” She shared her varied experience – in various international settings – and suggested creating a “business life” style to work.

She also referred to the connotation of “personal image”. She advised, “making the first good impression with impact. In business, etiquette is essential. We must adapt to the place where we will do business”. She reflected on deferential behaviour that includes values, ethics, and an impeccable track record that inspires respect and trust.

She also stressed that “we must be aware of the hierarchies of the country we visit and know the flags and symbols. The flags of a company should not be next to the emblems of the States. We must know about the matters concerning gift giving and receiving. Companies and embassies must have their gift protocol where they establish prices, details, and delivery methods. It is a symbol of friendship that means you are important; we appreciate it,” and she suggested giving the professional card according to the cultural context of the nation.

Héctor G. Pérez, president of the Enlazadot Business Chain (Mexico) stressed “Business Resilience”. He made a broad and exciting account of the business situation in his country and stated, “in Mexico, when it goes bad is when we get the most strength”. He highlighted “resilience” as the ability to adapt to an adverse situation and obtain favourable results.

He was categorical in his vision about the process of adaptation and evolution in Mexico for the times to come. “Social networks and digitisation have helped raise money,” he said. Finally, he gave a hopeful message by influencing: “We must believe in ourselves. It is not worth it if we do not believe in ourselves. It is a seasoning in us. We have to be empathetic with others in adverse moments.”

An enriching, reflective meeting, full of contributions and aimed at highlighting the scope and value of the protocol as a component of corporate work in its natural and broad connotation. Therefore, an imperative discipline to apply in our continuous efforts for professional growth. I evoke the pertinent reflection of Adriana Flores: “The power of protocol is essential; it is the art of communication.

By Wilfredo Pérez http://wperezruiz.blogspot.com/

PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

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Writer by Wilfredo Pérez Ruiz, Teacher, communicator, and consultant in protocol, ceremonial, social etiquette, and writer of Magazine Global Mindset, The Netherlands.

19 December 2021

Category: Business Protocol. Conference

Reference: WP191221BP

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”

CULTURAL INTELLIGENCE IN AFRICAN BUSINESS

In my last article, I dwelt on how African businesses must ensure that they prioritize cultural intelligence in all their undertakings in such a manner that all employees understand that the beliefs, values, and communication styles of their global client base are key to maintaining a competitive advantage.

Many years ago, I was a Team Leader in the marketing unit of one of Nigeria’s biggest and most successful international financial institutions. My office was located in the heart of a bustling, oil-rich city, and this meant that our clientele cut across high net worth people and organizations of very distinct and varied nationalities and cultures. My team was a repository of some of the organization’s smartest young people with top-notch training and hands-on experience in sales and marketing. A very hardworking colleague of mine was constantly following up with a customer – an Indian executive, and this entailed regular conversations over the telephone almost on a daily basis.

My colleague was of the Yoruba ethnic stock in Nigeria. If you are conversant with folks from that part of Nigeria, you would have noticed their natural predilection for effusive introductory salutations during conversations. The typical Yoruba conversationalist would naturally spend ample time repeatedly inquiring after the general wellbeing of all your relatives. It is their unique way of expressing love and concern.

None of us knew that, for months, my colleague had persisted in communicating with the Indian manager in this manner to the point of complete exasperation. On the day he finally decided to put a stop to the obvious irritation, the man sternly and curtly blurted out to my colleague over the telephone to spare him the long intro and “tell me business only!”

That was a classical case of cultural intelligence gone so wrong. Cultural Intelligence demands that we recognize that business in today’s world is hinged squarely on a holistic appreciation of cultural differences, beliefs, and attitudes that are very different from our own. To avert the sort of unpleasant scenario that unfolded in my colleague’s dealings with the Indian client, we must conscientiously get better at understanding and operating in a wide variety of cultures. A lack of cultural intelligence can lead to the type of gaffe that will cause upset and/or embarrassment, and which could potentially derail a business deal or project. Professionals that possess a high cultural intelligence quotient are more adept and successful at their work and business.

VIP SPECIAL EDITION

PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

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Written by: Noela UGWU, Image Consultant and a communication expert.

7 November 2021, Nigeria

Category: Cultural Intelligence

Reference: NU171121CI

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”