The relationships between field grade leaders at the battalion level can make or break the ability of a unit to perform in combat. Those who are preparing to take command at the battalion and brigade level owe it to their soldiers to ensure the best possible command climate. With the opening of the AIM Marketplace for the 21-02 movers just a few days ago I thought it might be useful to share my experience. First off, I am not a branch manager nor have I ever worked at HRC and I do not have the information or experience that those professionals have. I am, however, a CSL select Air Defense Officer, slated to take command in the summer of FY21 (21-02 YMAV cycle). Over the last few weeks, the current battalion commander of the unit I will command was gracious enough to allow me to have a large amount of input into who the unit preferences in the AIM Marketplace.

Most pressing in my mind was finding the right individuals who will serve as the battalion operations officer or executive officer. I reviewed the myriad of resumes provided by HRC to the battalion and brigade commanders for the pre-KD majors moving next summer. After whittling the list down based on individual preferences and recommendations of peers/superiors/subordinate leaders that I trust, I sent an email out to nine potential candidates. (For all non-Air Defense officers, note that our branch is only 2.1% of the Army and our officer cohorts are very small compared to the majority of other MFE branches.) I elicited feedback from leaders of all ranks on those that I thought were potential candidates because ultimately my hour-long conversation with each individual is just one data point, and to make the best recommendation on who was right for the organization I needed more than my own echo chamber. It doesn’t matter how small or large your branch is though, reputations matter. I received a note back from seven of the nine candidates and ultimately arranged for Zoom, MS Teams, or Facetime conversations with each individually.

Here are my key takeaways from this experience and some recommendations on how to make it a beneficial experience for both sides:

Who Am I? – As someone that completed the Red Team Leaders Course, I am fully entrenched behind the technique or process of “Who am I?” I asked each individual to lead off with a story about themselves, emphasizing not to rehash their AIM resume, Officer Record Brief (ORB), or the bio that I asked them all to provide in response to the original email. Rather, I asked them to talk about who they are and what makes each of them tick. It was also necessary to then reciprocate and provide my “Who am I?” I viewed each of these discussions less as an interview and more of a conversation to come to a better understanding of each other. The “Who am I?” was an effective way to reinforce or dispel previous information.

Come Prepared – I did my homework before each conversation, and I respected those that had done the same. Once I reached an initial list, I informed the current battalion commander to get his thoughts and any questions. I brought this information into my conversation with them akin to the blind interview process the FY21 CSL selects went through with the Battalion Command Assessment Program last year. A couple of the overarching questions asked were: First, “Tell me about a mistake that you made and how it helped shape your leadership philosophy?” Second, “As one of two majors in the battalion, you will likely disagree with me at times, how you have disagreed with your boss in the past?” I didn’t prep them with either of these questions, but it was very informative who took a moment of thought and launched into a detailed situational answer.

Strengths and Weaknesses – Generic questions on strengths and weaknesses didn’t work in the conversation that I had in mind; however, you must communicate what you will add to an organization. Additionally, know where your limitations are and be able to own up to them and how you plan to work on and mitigate these potential issues. I shared during each conversation what I thought some of my strengths but more importantly, weaknesses were with each person. Understanding that our leaders are fallible and that we can all add value is an essential aspect of the YMAV cycle through the AIM marketplace. The most significant part of this conversation is to be confident and, understanding how you got you to where you. Own it and move forward.

• • These conversations helped me in more ways than just getting to know each of these individual leaders and ultimately make recommendations to the current battalion and brigade commanders. Being roughly eight months from the change of command, each of these conversations helped hone my command philosophy and vision for the next two years of command. Leaders and mentors along the way have helped by giving nuggets of wisdom, and I have “white-boarded” my command philosophy. Still, it was useful to have these conversations to see how the message resonated with those that may have to help shape this vision into action. Additionally, I left each of these individuals with a message that regardless of whether they are selected by the current leadership to come to the battalion or not, this process built a rapport between us. As a great senior leader and mentor of mine have said numerous times, “Pulling others up with you on your way up and continue to bear fruit.”

This list is not all-inclusive, but I thought it was helpful based on the AIM Marketplace opening to share these points as a quasi-vignette to potentially help others moving forward. There are many steps that leaders have taken to get after #talentmanagement in our current operational environment, but I would offer one of the best ways for me has been the engagement of a well-cultivated group of junior leaders, peers, senior NCOs, and senior officers on Twitter. Aside from my mentors, this group on social media provides new information and challenging perspectives that help shape my understanding of many emerging issues that our leaders have to face today.

Lieutenant Colonel Trey Guy is a 2003 graduate of the Virginia Military Institute. He is a career Air Defense Officer and is an FY21 CSL select Battalion Commander. He currently a member of the military faculty and teaches at the Joint Forces Staff College in Norfolk, VA. He and his wife have four wonderful children. He can be found on Twitter @TreyGuy13.