Christian Turner reflects on his time as Kenya’s high commissioner, and what his experiences taught him about the art of diplomacy
As former diplomat David Snoxell pointed out in his piece for Civil Service World, having a sense of humour remains a key ingredient in public service. During nearly four years as British high commissioner in Nairobi I had my fair share of memorable moments. Meeting the green energy expert whose business card claimed astronomically that he was “Head, Solar System” (I laughed, no one else did). Working out how to declare the gift of a prize cow on the interests register. Drinking “mursik” (curdled goats milk) at a Kalenjin bridal ceremony, and still managing to congratulate the happy couple. Having to give a spontaneous speech, in Kiswahili, to the departing London 2012 Olympics team in front of 15,000 people.
"2015 was dominated by crises": Foreign Office permanent secretary Sir Simon McDonald on a challenging year – and the FCO's plans for 2016
The art of diplomacy: Simon Fraser interview
White Paper: Dynamic Business for Smart Government
There have been tough times, too. A 2013 election in which the UK, as former colonial power, was accused of interfering and rigging votes. The September 2013 Westgate Mall terrorist attack, in which 67 people tragically died, including six British nationals. The painstaking work to agree an historic settlement with Mau Mau veterans relating to torture and ill-treatment during the colonial period.
Life with the British High Commission in Kenya has been exciting, interesting, rewarding and never dull. To me, it is exactly why I joined public service, and I have been proud to be part of such an excellent government-wide team.
What do diplomats actually do? Famously, we are described as honest people sent to lie abroad for their country (Henry Wotton); or as someone who will tell you to go to hell in a way that you want to ask for directions (Churchill). Perhaps Kissinger had it a bit more accurately when he described diplomacy as “the patient accumulation of partial successes”.
Our job is neither to criticise our host countries nor to cheerlead (though I have been accused of both). It is to advance British interests. The UK matters and can have real impact here. We are the second largest export partner for Kenya; 10,000 British troops train here a year; we look after 25,000 resident British nationals. We bring a potent combination of a £250m annual DfID budget to reduce poverty and boost inclusive growth; agile diplomacy to connect bilateral action with our multilateral links through the AU, EU, and UN; a military and security presence based on deep historic links; and soft-power that runs from the language everyone speaks to the football teams they follow.
That is a complete government business. We have over 300 staff from 14 government departments in Nairobi. Two thirds of those are local staff bringing skills, dynamism and local knowledge to those of us who pass through on three or four year postings. We cover regional issues (migration, counter terrorism, organised crime), as well as represent the UK at the UN’s Africa headquarters here. It is a full agenda co-ordinated by a leadership team working to a single business plan.
I have made mistakes and learned much from my time in Kenya. At heart I have realised that building trust and relationships is the core tool of our trade. This is not just strong relationships with senior politicians and decision-makers, but with youth, judges, musicians, journalists, conservationists, activists, entrepreneurs. Energetic and active diplomacy has, I hope, helped to build engagement and insulated the strong ties between our two countries. In doing so:
Listening has been vital. We talk about how the UK is partnering with Africa. That must mean not what we do for or to them, but what we do with them.
Digital diplomacy has been a revolutionary tool. That 65,000 follow @CTurnerFCO is down not to my brilliance on social media, rather to the vibrancy of Kenyan youth – the country has 80% mobile penetration and the most advanced mobile-banking in the world.
Authenticity and resilience have been essential in a role that is very public facing. Maintaining the energy for engagements six nights a week, for clarity of communication with the media, for not personalising the inevitable attacks on the UK – all whilst protecting the space for family and a personal life.
Which brings us back to the sense of humour for which Kenyans are renowned. In the 24/7 age of instant demands, rushing to the transactional has rarely achieved results. And I have learned to always be ready with an animal metaphor – anyone for “a croaking frog will not prevent the elephant drinking from the water”?