Even skeptics of Mr. Tillerson’s foreign policy credentials thought the State Department, an agency of 75,000 employees, could use some of the management skills he had picked up as the head of a major corporation. Mr. Tillerson was supposed to know that leaders of large organizations should quickly pick a trusted team, focus on big issues, delegate small ones and ask for help from staff members when needed.
He has done none of those things, his critics contend.
Instead, he has failed to nominate anyone to most of the department’s 38 highest-ranking jobs, leaving many critical departments without direction, while working with a few personal aides reviewing many of the ways the department has operated for decades rather than developing a coherent foreign policy.
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