1. Talent Management needs to go beyond the OPD/NCOPD:

The basic format we’ve been beating to death (how to write awards…. how to write NCOERs….) is overused, ineffective and BORING! Instead I’ve had a great deal of success with inviting coaches from college sports teams, business and marketing professionals, and leaders from sister services into our professional development seminars. It really makes a difference and keeps the audience engaged.

2. Keeping the right people on the team:

It’s hard to let a great Soldier go, especially when they are critical to the unit’s success; but when we take the Soldier’s and Army’s best interests into consideration, we can make the right choice. In my branch, we try to keep talented enlisted Soldiers in place so we can maintain our gunnery certifications… which has resulted in the branch being grossly undermanned in the Warrant Officers. Company grade leaders need to be willing to let talent go in order for them to progress in their career as Warrant or Commissioned Officers if they so choose. Let’s identify those in our formations with the talent to lead at higher levels and develop them accordingly with a plan to get them into the ranks of the Senior NCO, warrant, or Officer Corps. I had a great command team when I was an NCO and they pushed me to earn my commission through Green-to-Gold. It’s something I feel obligated and excited to do for my own Soldiers when they demonstrate the potential.

Conversely, we have a responsibility to also take out the trash. Too often, poor performing Soldiers and NCOs are pushed off to the next unit, and become “the next unit’s problem”. We are not doing the Army or the Soldier any favors by passing the buck. Instead, we need to counsel and train the Solider. If they cannot perform their duties, then we need to take appropriate action and send them home or to remedial training to change MOS. One reduction board for a NCO is enough to snap a lot of other Sergeants into shape. The same goes for bars, it’s a great tool that we don’t use enough to spark a fire under the butts of our underperformers.

3. Counseling sucks… but is necessary:

If you don’t know how you’re doing, how can you expect to improve? Quarterly counseling is time consuming and often not done, but it is imperative in letting subordinates know how they are doing and how they can improve and serve the unit better. Taking the time to go over the previous counseling’s plan of action and assign personal development tasks like a career timeline on AIM-2 or just a list of goals, will demonstrate a leader’s interest in making subordinates better. I’ve personally improved aspects of my leadership and task management skills because they pointed out to me in counseling. This isn’t an opportunity to fluff up a Soldier, it’s an opportunity to improve them and show them how to lead. Set the stage appropriately for an effective counseling session by using a comfortable setting and be prepared with the counseling and a real plan of action aimed at improving specific areas of the Soldier’s leadership and management skills.