How the Head of a Group That Promotes Citizen Diplomacy Learned the Art ‘One Handshake at a Time’

ENTRY LEVEL

Sherry Lee Mueller

Age: 59

First nonprofit job: Program officer, Institute of International Education, Washington

Current job: President, National Council for International Visitors, Washington

My parents owned a turf farm in northern Illinois — my father provided the sod for Wrigley Field. When I was growing up, I went to a one-room schoolhouse that had no indoor plumbing, which makes me something of an anachronism — not many people my age went to such a school. But at that school, if you were a bright child, you ended up helping the teacher, so when I was in fifth grade, I was teaching the second-grade students spelling. Even today, I think of myself as an educator.

I came out of an idealistic background and went east to college, earning my undergraduate degree in international relations at American University’s School of International Service in Washington. I didn’t know what the Foreign Service was, but I knew I wanted to serve internationally. When I graduated, I went straight to the Fletcher School of Law and Diplomacy at Tufts University. From there, I lived in Brazil, where I taught English and eventually completed my dissertation in 1977 — largely because of my wonderful adviser, my now ex-husband, and my cat pulling me through. Today, having a Ph.D. lends a bit of authority when one is working with foreign dignitaries, and I’ve always been glad I finished.

My first job in the nonprofit world began in 1978, when I was hired as a program officer with the Institute of International Education. The IIE headquarters is in New York, but I was working in the Washington office orchestrating professional educational experiences for special guests of the U.S. State Department under the International Visitor Program. My job was to orchestrate the itinerary of, for instance, a member of Parliament. I’d look around and determine which member of Congress we could introduce him to and what communities would be best for him to visit. I trust we sent people home with a whole set of connections to their professional counterparts in the United States and a better understanding of the history and heritage of our country. As one alum of the International Visitor Program expressed it: “You welcomed a stranger and sent home a friend.”

Now that I reflect back on that first job, there were three things that I learned that I still bear in mind today. The first was never to take anyone by surprise. You really need to carefully think through who needs to know certain information, and you need to be sure to have considered all the possible consequences of your decision.

I also learned — in a wonderful way from my boss, Peter Pelham, who was so supportive — to always celebrate the achievements of your colleagues. Peter’s example made me really pay attention to recognizing achievement and finding ways to underscore the values that I want the rest of my staff to work toward. The power of example is so great that if we really all knew how much influence we have, we’d be more careful about what we do.

Finally, while at the Institute of International Education, I learned when I am introducing people to absorb as much about them and their accomplishments as possible so that I never need to read from a piece of paper. If you take the time to distill the salient features of someone’s biography, you have paid that individual a compliment and your audience will understand that it is important to pay attention to this person. This habit stays with me today.

I’m unapologetically idealistic and am still out there trying to save the world. However, as a mature professional, I now realize that the world is often reluctant to be saved. But some people do remember what you say and do. For example, a staff member once asked me what to do when an international visitor asked her a question about a sensitive and controversial issue in the United States. I advised her to answer the question to the best of her ability, noting her background, and then urge the visitor to ask the same question of three other people. And I have advised others to do the same ever since. There’s a dawning awareness that you are constantly teaching, that you are a role model, and that — to your own surprise — others clearly think of you as a role model. That is how you have the greatest impact on others. Structures you set up or programs you invent are often changed by your successors.

In 1996, I became the executive director of the National Council for International Visitors. Two years ago, my title was changed to president. I’m pretty much the chief cheerleader for the 80,000 volunteers who are involved in the activities of NCIV members each year. NCIV is a wonderful nonprofit organization comprised of 96 community organizations throughout the United States, numerous Washington-based nonprofit groups, and corporate and individual members. NCIV promotes citizen diplomacy: the idea that the individual welcoming exchange-program participants has the right — even the responsibility — to help shape U.S. foreign relations. As our members phrase it, “One handshake at a time.”

It’s ironic. In 1963, I went to spend a summer with a German family as a college student through the Experiment in International Living, which gave participants experience in other cultures by having them live with families in other countries. I didn’t know anyone in Germany or my American student group, and my mother said to me as she was putting me on the plane, “Now, dear, remember not to talk to strangers.”

Of course, I’ve made a career out of talking to strangers. A former participant in the International Visitor Program complimented me recently when he said, “You are a great ambassador for the United States.” My goal is to encourage people to talk to strangers and to be unofficial ambassadors for our country at a time when this is desperately needed. — As told to Mary E. Medland

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