A diplomat’s words can open doors or close them for a long time. Lithuanian Ambassador to Italy Dalia Kreivienė, who emphasizes personal responsibility as a crucial part of her work, says that today diplomacy increasingly resembles strategic leadership in business: one must understand markets and react quickly to global change. “When leading an embassy, results depend largely on personal initiative,” notes BMI Executive Institute EMBA alumna D. Kreivienė.
Behind perfectly orchestrated protocol visits lies far more than the public sees – from discreet negotiations shaping business opportunities for Lithuania to decisions that can redefine relations between countries. All this unfolds while navigating cultural differences, sacrificing personal time, and striving to maintain balance between professional and private life. What kind of skills does it take to lead a diplomatic mission, and how does this responsibility look from the inside?
– Diplomacy often appears dynamic and even mysterious from the outside. What motivates you most in this work?
Diplomacy is indeed highly dynamic, especially in the current geopolitical context. The pace stems from both domestic and international developments, and much depends on the diplomat’s own initiative. In the ministry, you are part of a large mechanism, but in an embassy you must cover the full spectrum of activities – meaning both the pace and the diversity are much greater. Unforeseen situations or crises can instantly change our priorities, and that unpredictability adds a certain adrenaline to the job.
That is exactly what I like about it – it is never boring. You can plan your day in advance, and within minutes everything can turn upside down, forcing you to adapt quickly. Whatever task you undertake, challenges are inevitable, but when you reach a goal – be it a successfully organized high-level visit, new bilateral business opportunities for Lithuanian companies, or finalized negotiations – you feel a strong sense of purpose. That is my main motivation: seeing tangible results.
The work of an ambassador depends greatly on the individual – how much you invest, how much time you dedicate, and how much initiative you take. I live by one principle: do everything as well as you possibly can. It continues to serve me well.
– You have worked in many different cultural and political environments. What have these experiences taught you about others and about yourself?
I have been in diplomatic service for more than 25 years, and over that time I have clarified many realizations. One of the main ones is that different cultures perceive the same events differently; therefore, to achieve results, you must understand context and know when to negotiate, when to compromise, and when to push forward toward your goal. Once you accept differences, they become your strength.
I have been in Italy for four years now – a country Lithuanians truly love. But living here reveals deeper layers. Italians are emotional, expressive, spontaneous – never boring. There is great flexibility, and decisions are often left to the last minute. For us Lithuanians, who are used to structure and clarity, this can be a bit unsettling at first.
It takes patience and creativity. Yet you also see that cultural differences do not necessarily divide – they can connect. We can learn much from each other. In my view, the diplomat’s role is to be a bridge between cultures – not only linguistically but emotionally. Openness to another perspective creates stronger, more sustainable relationships, whether in dealings with foreign partners, daily collaboration within the embassy, or leadership at the Ministry of Foreign Affairs.
– As a leader, how do you maintain balance between intense work and personal life?
It is not easy – diplomats are constantly on the move. One rotation after another, part of the time in Lithuania, part abroad, and so it goes throughout your career. Leading an embassy only increases the pace: you must be everywhere, attend numerous events, and fixed working hours simply do not exist. Many meetings and official functions happen in the evenings or on weekends, leaving little room for family or personal time.
Sometimes personal plans must change because of unexpected official events or high-level visits. This is not always easy for the family, so mutual understanding and support are essential. I am lucky to have that support – even amid constant planning.
Still, it is important to find time for yourself and for family, even when you love your work and find it meaningful, and when the boundary between professional and personal life naturally blurs. It is not always exhausting – it can also be fulfilling.
The team also plays a crucial role in maintaining balance. When you trust your team – when you see professionalism and accountability – you can breathe easier. At the embassy, I am fortunate to have a great team whose reliability allows for delegation and confidence that everyone takes responsibility seriously.
Living abroad, you naturally adopt good habits. The Italians are a great example – they know how to work hard but also how to enjoy life. Their ability to switch modes, to pause and take a breath, is a valuable reminder for all of us.
– What role does leadership play in diplomacy?
Leadership in diplomacy is above all the ability to unite people around a shared goal – even when interests or views differ. A diplomat constantly builds and strengthens relationships with international partners, expanding Lithuania’s network of friends and allies and thus protecting our national interests. Whether in political, economic, cultural, or public diplomacy – you must know clearly what you aim for and bring different sides together to reach it.
Each country has its own perspective, and the diplomat’s task is to find ways to bring partners closer to Lithuania’s objectives – to make our country more visible in that arena. This always happens through relationships; by building them, you are exercising leadership in practice.
An ambassador arrives with clear political and strategic priorities, but at the same time, they are the project manager of their mission. In business terms – they “sell” Lithuania, leveraging its value proposition: political, economic, cultural. And when you see a Lithuanian artist featured in an Italian institution, or when Lithuanian and Italian companies start cooperating – that is tangible proof that leadership, relationships, and effort work.
– Lithuanian business is becoming increasingly global – expanding into new markets and seeking partners abroad. How is this shift changing the work of diplomats?
A large part of my career has been connected to economic diplomacy – working with Lithuanian businesses, associations, and ecosystem organizations. I often joke that I worked with business, but never in business. Yet the transformation is clear: since regaining independence, our business sector has evolved tremendously, and today Lithuanian companies are highly regarded globally – including in Italy.
We are a country of technology. Our laser, biotechnology, defense, space, and fintech sectors are particularly interesting to Italians. They often admit they have room to grow in these areas, so the potential for collaboration is enormous.
All this changes the diplomat’s role. We must constantly deepen our knowledge, understand business logic and corporate governance models, so we can represent not only national economic interests but also help companies connect with the right partners. In this sense, BMI studies helped me a lot – they strengthened my understanding of business logic and strategy.
There are still many doors in Italy that are not yet open to Lithuanian companies – and we see where they are. Once we identify business interests, we do our best to open them. For example, earlier this October, during the President’s visit, we organized a Lithuanian-Italian defense industry forum. This goal had been set more than a year earlier: we worked quietly to connect companies and sector organizations, fine-tuning details. When the visit date was confirmed, we already had a strong foundation to make the forum happen. Our job as diplomats ends when businesses start talking to each other. We strive to create as many of these purposeful, value-creating meetings as possible across sectors.
– Diplomats are often seen in elegant settings – but what lies behind those images?
From the outside, it may seem that a diplomat’s job is receptions, meetings, and beautiful halls. But if you want to achieve real results and open new doors, you must put in a great deal of invisible work: dozens of letters, numerous calls, and often long waiting periods – because not all promises turn into responses.
Sometimes it takes months of effort before results appear. But when, after all that, you achieve your goal – that is the true moment of meaning.
Diplomatic work is incredibly diverse, often requiring many different roles because resources are limited. During my rotations, I have done everything – even driven an official delegation convoy at high speed through traffic jams on the way to the airport.
– In political diplomacy, every move can impact bilateral relations. How do you perceive responsibility – is it more personal or collective?
When countries are like-minded, the diplomat’s job is easier – support from partners comes quickly. But with nations where relations are cooler, even a simple request may go unanswered. In those situations, you feel personal responsibility most strongly, because a diplomat is the first line of defense representing their country. The way you speak and react becomes part of Lithuania’s overall image.
That is why every meeting requires thorough preparation: assessing context, understanding local specifics, knowing what can and cannot be said, and anticipating possible responses. This aspect of responsibility is personal. Yet we do not operate in a vacuum – each meeting is influenced by broader political context and national policy priorities.
Currently, Lithuania and Italy maintain smooth political dialogue. We are partners within the EU and NATO, sharing aligned positions on Russia’s aggression against Ukraine. There are, of course, areas where our views differ – and that is natural, as we come from different historical contexts and experiences. If our priority is security on Europe’s eastern flank, Italy faces challenges like illegal migration from the south. In bilateral dialogue, it is crucial to find ways to bridge these perspectives. It is in this space of mutual understanding that responsible diplomacy is born.
– You mentioned applying insights from your studies at the BMI Executive Institute. Was studying there a professional or personal decision?
The decision came at a time when I felt a lack of new challenges at work and wanted to deepen my competencies. The BMI programme seemed like the perfect setting for that – with its business focus, wide range of modules, and diverse topics. Some were completely new to me, while others connected closely to my experience, which made learning especially engaging.
It was both a professional and personal journey. I gained knowledge that I could immediately apply in practice – especially during times of crisis, such as the post-pandemic disruption in Lithuania-China relations or the outbreak of Russia’s aggression against Ukraine, which affected supply chains. At that time, I headed the Department of External Economic Relations and Economic Security Policy at the Ministry, and I remember having to act fast – restructuring operations and finding quick solutions to support businesses.
My BMI journey proved valuable not only in knowledge but also in new connections and friendships that remain strong to this day.