US Army photo, Oct 15, 2019

What advice should one offer to Captains for post-company command assignments? After Captain branch qualifying or key development (KD) positions, officers face significant career decisions. Should they stay in their current branch, leave active duty, or apply for a functional area? For those staying in, Intermediate Level Education (ILE) options present a wide-range of options. As first-line mentors, Majors have a responsibility to educate and inform Captains about broadening opportunities. In the spirit of talent management and AIM 2.0, the article explores methods to educate Captains to post-key developmental (KD) broadening opportunities. We conclude panels best educate and inform about their opportunities ahead. 

Our “broadening opportunities” definition, from DA PAM 600-3, is a “purposeful expansion of a leader’s capabilities and understanding provided through opportunities internal and external to the Army.” Broadening opportunities include elite fellowships, like the Olmsted or Downing, competitive programs like assignments at West Point, teaching at professional military education venues, serving as an observer-controller-trainer at a combat training center, and even ILE. Preparation, to include awareness, for these opportunities should begin early to account for PCS cycles, application packets, and evaluation timing.

The best career decisions are informed career decisions. After collectively mentoring 13 Captains to find the post-KD option that fits them best, we assert that any effort to expose Captains should have two goals. First, maximize breadth. Captains should learn about many programs. To start, MILPER messages provide official traffic and list many of the formal broadening opportunities to include the annual Broadening Opportunity Program (BOP) MILPER message. Second, depth. Captains need access to individuals with first-hand knowledge of each opportunity’s pros and cons. Online announcements provide scant context and are poorly advertised. Conversations and access with a knowledgeable network of mentors ensure best informed decisions.  

Less effective methods

Based on these criteria, we find fault with the two primary ways field grade officers seek to educate and inform their Captains about their options: one-on-one counseling, and small group sessions. These methods lack both the breadth and depth desirable for informing subordinates. Though quarterly counseling provides feedback critical to officer development, a mentor is limited by personal experience and professional network. This alternative fails on both criteria, limiting both breadth and depth to the leader’s experience and connections. 

Group sessions, often facilitated by one or two officers who research a variety of programs, expose Captains to a breadth of topics, but not depth. In this format, one or two field grade officers might take an hour to sketch out their understanding of each opportunity or require reading. This method might ignite passion in a Captain to pursue a particular opportunity. Unfortunately, these sessions may not dive deep enough to help a Captain accurately assess and prepare for program selection. 

Broadening opportunities panels – a more effective method.

As a possible solution, we recommend conducting a broadening opportunities panel. The panel includes a series of short presentations from a wide-range of field grade officers followed by breakout sessions for individual Q&A. This method combines information on a breadth of opportunities with the depth of experience that comes with completing these programs.  Over an hour, each officer describes their opportunity and application process before concluding with a discussion of the pros and cons. Short presentations, limited to one slide and 1-3 minutes, ensure sufficient time for questions and breakout sessions after the panel. This technique keeps briefs tight and suitable for filming. Whether filmed or not, the slideshow provides a valuable reference and points of contact for those unable to attend. In the next section, we describe considerations for each step of the process from our personal experiences.

So you want to host a panel

As you prepare, keep the following five considerations in mind.

1. Find a good time. Situating your panel before a branch visit, after an influx of new Captains, or before broadening program applications open in the fall ensures your panel will provide timely and relevant information for your Captains. Scheduling the event near the end of the duty day ensures neither the audience nor the panelists are racing towards their next meeting. If able, consider a beer call – a traditional military venue for mentorship.
   
2. Include diverse opportunities. Though your unit may not have officers from each opportunity, word-of-mouth helped us build great panels at Fort Carson and Joint Base Lewis-McChord. At a minimum, we recommend including ILE, formal broadening opportunities, and other post-KD opportunities. For ILE, include CGSC and SAMS, at least one sister service option, and at least one foreign option. For broadening opportunities, we recommend at least one policy-focused option (like the JCS or Congressional Fellowships) and at least one degree-granting program (Olmsted, Downing, PB-GSIP). For other opportunities, we recommend considering programs like West Point, SFAB, CTC O/C/T, and career course instructors. Finally, consider speakers from functional areas like Space Operations, Foreign Area, or Strategy. We believe that educating officers with diverse viewpoints is a key part of effective talent management.
3. Build a diverse panel. Bringing together a dozen field grade officers represents a significant investment – so maximize the opportunity. Consider putting together a panel that draws speakers from different units and low-density broadening opportunities, but also one that represents the diversity of the army. Diverse panelists also prevent the dreaded all male panel and demonstrate these opportunities are for everyone. 
4. Build a successful panel. Seek to include speakers who’ve succeeded in their branch. As an example, our SFAB speaker is currently commanding an SFAB battalion and attended ILE at the Baltic Defense College. However, be mindful that high-ranking officer attendance may stifle certain conversations – a balance to consider when building a panel. Most importantly, there is no single path to career success and it’s important to demonstrate the many different opportunities available.
   
5. Advertise! Don’t rely upon the weekly FRAGO or mass-blasting an email. Actively find buy-in from leaders in different units and open it to the whole post. If possible, incorporate battalion commanders into your event because they’ll likely bring their Captains and socialize the event across their brigade. Also, consider the broad cross-section of participants as a networking opportunity for unit leaders that will make everyone more effective. Finally, pre-schedule a make-up time in case early season snow cancels your event. 

In execution, we recommend you consider six things: 

1. Have everyone sign in. A sign-in roster provides two major benefits. First, it provides a ready and interested distribution list for your slideshow and the video so participants can share the event with their peers. Second, the list is your audience for your next leader development session – because you’re going to do another LPD.
   
2. Pre-huddle with presenters. Field grades tend towards long-windedness. Remind them to keep it brief. They’ll have time for in depth discussion with an interested audience after the panel concludes.
   
3. Introductions and instructions. Once the audience is seated, provide quick introductory remarks and business rules. For example, hold questions until the end.
   
4. Agenda. We recommend a one-hour event. Panelists should present in the first 30-minutes, leaving 30-minutes for informal break-out sessions.
   
5. Film the event. Your unit Public Affairs Office may be able to assist with audio-visual recording equipment. We recommend hosting the file on a shared drive.
   
6. Wrap up. At the end of the panel, thank the audience for their time, ask for feedback on how to improve the event, and solicit ideas for follow-on events. Finally, disseminate the video and slides for people who cannot attend. 

Broadening panels are great

Broadening opportunities panels expose officers to the many mid-career options and builds a network of professionals engaged in helping the next crop of Captains succeed. In terms of AIM 2.0, a successful market requires informed participants. These panels are public displays of field grade officers investing time and expanding professional networks. If successful, the efforts will excite your Captains about the education and transition to organizational leaders. First-hand engagement from a wide network of successful field grade officers provides the depth Captains need to advertise and evaluate broadening programs, clear-up misconceptions, and make informed decisions. To the point, don’t let quality company grade officers leave the force without knowing all career options.  Informal feedback from these events suggests they are well-received by the audience and leaders who value talent management. As new Captains join units every year, we recommend these panels become an annual fixture of brigade or post-level leader development programs. 

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Major Zachary Griffiths is a Special Forces Officer who served as an Assistant Professor of American Politics in @WestPointSOSH from 2017-2019. He tweets @z_e_griffiths.

MAJ Nicholas Frazier is Special Forces Officer who served as General Wayne A. Downing Scholar from 2017-2019. As a Captain, Major Frazier benefitted from the mentorship of a wide range of field grade officers willing to share their experiences. He tweets at @NickRFrazier.