The Army zeitgeist in 2019, and into the foreseeable, future is change. The Chief of Staff of the Army is not shy about how his past assignments influence his current vision. He assembled an entire Army Talent Management Task Force under a 2-Star General–Maj. Gen. McGee–to lead the effort. In 2019, the force experienced a new, interactive marketplace to match officers and open assignments. Eager majors and lieutenant colonels participated in an NFL Combine-type event (BCAP) to determine who will command at the O-5 level. And units across the Army started gearing up, literally, for a new Army Combat Fitness Test. Some are even calling to get rid of the DA Photo! How are we to interpret these changes? Here are a few constants from my foxhole.
Before we jump in, please allow me to provide a brief caveat.
This is not a post discussing the merits of the changes afoot. You can find some of those here, here, and here. It is also not dismissing the need for change. While I have as many opinions about the changes as the next person with a Twitter-handle, I am not sure they are the most qualified ones.
Many of these changes are about replacing an antiquated personnel management system. For that reason, the Army is attempting to replace it with a data-rich environment where talent is properly matched to the needs of the force and we select the right leaders for strategically critical positions. We will experience bumps in the road. There will continue to be technical difficulties. First, we will overcorrect for bias. Then we will under-correct. And, eventually, the pendulum will come to rest in the middle.
How can one brave the rapids of change and successfully achieve his or her goals at the end? By focusing on the constants. Here are four:
Be a Team Player
The Army is a team sport. This is likely not the first time you’ve heard this Army truism. Being a team player and a “good dude(tte)” will always be an important part of the profession. It’s certainly now, more than ever before. The Army Talent Alignment Process in AIM 2.0 is, in a way, reducing nepotism by getting rid of the “by-name request” (BNR). Now, every position is a BNR. Individuals rank the open positions in their career field and rank from 1 to N–and units rank available officers from first to last against their needs.
Early reports from the Battalion Command Assessment Program (BCAP) seem to indicate that being a team-player played a large role. Peer and subordinate feedback, observed behavior during events like the Leader Reaction Course, and how an officer answered some pointed questions during the double-blind board, all–reportedly–played a role in determining who made the cut.
Your reputation is as important as ever. You can try to fake it, and some will. But the only way to really ensure success is to genuinely be a good teammate.
Always Hustle
Work-ethic will always be an indicator of a successful officer. The Army isn’t drastically changing the standard that defines talent. The Army Leader Requirements Model remains intact. Hard work is a timeless correlating factor toward success, regardless of the profession or activity. As many coaches have said in the past, hard work beats talent when talent doesn’t work hard.
The Army is sending us a signal with these changes. For example, the BCAP shows us that the Army values leaders with strategic potential, intellectual acumen, cognitive strength, and a strong ability to communicate through written and verbal mediums. The ACFT represents what the Army values in fitness. ATAP and AIM provide a feedback mechanism for what units and organizations value. Consequently, we should practice informed and intentional hustle.
You can work your butt off to be a marathoner, and if that is your passion, then great. But, if you can’t excel in the other components of fitness, then perhaps adjust your training. Likewise, developing a great operations order or Power Point slide is an important skill. However, you also need to be able to write an info paper and a solid argumentative essay. (Reference GRE-type writing events at captains career courses and BCAP). No, 240-characters doesn’t count as substantive writing.
Stay Humble
It has been said that, “humility isn’t thinking less of yourself; it’s thinking of yourself less.” In 2019, the Army added humility to the list of leader attributes. Listed under Character, the Army defines Humility as, “the absence of arrogance,” (ADRP 6-22, July 2019).
Let’s not confuse humility with a lack of confidence. The Army makes it clear that humility first requires competence and confidence. It exists on a continuum where too little of it results in hubris and too much of it is interpreted as passivity or timidity. So, taking a cue from Aristotle’s Golden Mean, we should strive for the center-ground: confident and competent while being others- and mission-focused.
A humble leader is (per ADRP 6-22):
- Inherently motivated to support mission goals ahead of actions that are self-serving.
- Possesses honest and accurate self-understanding.
- Eager for input and feedback from others.
Your perceived humility, by others, will be how the Army assesses it. (Reference BCAP peer & subordinate evaluations). Therefore, self-awareness is key. Be open to feedback and seek it out–”know self, and seek self-improvement.”
Perform
To quote Al Davis, “Just win baby!” (within the confines of being a team player and remaining humble). The ALRM starts with the attribute “character,” which–as discussed–now includes humility. But the bottomline competency hasn’t changed–Achieve. You can be the hardest working, most humble, team player out there…and you should strive to be…but you still have to get results. Performance, most notably reflected in evaluations (OERs/NCOERs, BCAP, etc.), will continue to be one of the highest weighted factors.
Talent will, regardless of the Army’s changes, rise to the top. Part of this is attributable to the unchanging nature of talent and the profession. Conversely, another part is because those top-performers will work hard, continue to be good team players, stay humble, and–where necessary–shift their focused effort to account for changes.
As the Army Chief of Staff, General McConville, says–Winning Matters. And, as we have discussed in the previous three points, how you win also matters.
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Are these platitudes? Sure. Cliché? Perhaps. Useless? I certainly don’t think they are. Let’s not overthink this! Clichés become such for a reason. Think about, discuss, and develop informed opinions on change within the profession. That’s healthy! But if you are looking for a way to stay above the fray and succeed regardless of the yardstick, then be a team player, hustle, stay humble, and perform.
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