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Innovative Leader Development Tool for Enhanced Military Officer Progression

This document outlines a proposed Leader Development Tool aimed at enhancing the growth of military officers within the Army. Developed in collaboration with the Center for Army Leadership and the Office of Economic and Manpower Analysis, this tool focuses on comprehensive support across operational, institutional, and self-development domains. Key components include effective mentoring, goal-setting, and the collaborative management of career pathways. With an emphasis on long-term success, this tool aims to identify and create advantageous experiences for officers, shaping their development and ensuring alignment with future career aspirations.

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Innovative Leader Development Tool for Enhanced Military Officer Progression

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  1. Leader Development Tool(Information)

  2. Agenda • Background • Key Components of a Leader Development Tool • Proposed Leader Development Tool Concept • Concept Leader Development Tool Breakdown

  3. Background CSA Tasking In partnership with the Center for Army Leadership and the Office of Economic and Manpower Analysis, look to incorporate the proposed leader development tool for the future OER* into the Army Green Pages. • Lead – OPMS SIG • Assist – CAL • Assist – OEMA * Originally was going to be incorporated into the OER revision for summer 2012

  4. Key Components Leader Development Tool • Support all Domains • Operational • Institutional • Self-development • Decision Drivers • Family • Dwell time • Board zones • ADSO • Collaborative • Officer • Rater/Sr Rater • Mentor • HRC • Goal Setting • Short term • Mid term • Long term

  5. Concept

  6. Component Breakdown (1 of 3)

  7. 1 Component Breakdown (2 of 3) 2

  8. Component Breakdown (3 of 3) 1 2

  9. Leader Development Tool • What this concept provides: • A tool for counseling/mentoring • Viable surrogate for the OER Support Form • Shape the development of officers over time • Focus officers on getting the right experiences (reduce KD focus/expound on broadening) • Collaborative effort in career management • Officer, rater/senior rater, mentor and assignment officer can work in partnership to develop workable career options • Provides the necessary communication for identifying the right experiences • Can be used by all officers, flexible to adjust to changes • Not meant to be promissory • Goal setting • Focus on long-term career goals (military and post-military) • Identify options that support endstate • Helps define what success is for the officer

  10. Questions & Discussion

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