Eight ways to keep young officers from running away from an Army career

This seems to me not to be not quite
part of our recent Auftragstaktik discussion,
but it sure is related to it, because both are about the issue of how senior
leaders handle their subordinates.

By Col. Michael Shaler, USA (Ret.)

Best Defense guest personnel issues
columnist

Leaders
at all levels in the Army play a crucial role in the retention of high
potential junior leaders -- but leaders at the battalion level and above,
because of their experience and 'reach' in the institution -- play an absolutely
crucial role.

The
Colonels, Lieutenant Colonels and Majors; DA Civilians at Grade GS-12 and
above; Chief Warrant Officers 4 and 5; Command Sergeants Major and First
Sergeants have the opportunity and the duty of identifying those with above
average potential and taking part in their further development. This does not
in any way diminish the responsibilities of all these leaders for the
development of all the Soldiers and leaders entrusted to their care - but the
focus on retention of high-potential junior leader is the subject of this
discussion.

Some
suggestions for leaders include:

1.
Understand the leadership climate in your organization.

Develop
methods for assessing (and re-assessing periodically) the leadership climate
existent in your organization. Be alert for 'toxic leaders' and take necessary
action.

2.
Engage your subordinate leaders.

Understand the decision process
that these junior leaders are involved in, provide advice where appropriate,
and timely encouragement. Listen carefully and use your deeper set of
experiences to clarify the situation. Understand how your position in the organization
will affect the perceptions of 'approachability.'

3.
Make timely decisions and communicate them clearly.

4.
Demand ethical behavior and honest reporting.

5.
Build and maintain the TEAM.

6.
Clearly articulate the standards of the organization.

7.
Maintain full involvement in the Senior Rating process.

Assessing
performance, identifying talent, and ensuring the institution fully understands
the situation are essential to the long-term health of the Army. The performance
counseling and feedback associated with the appraisal process are key
components of the leader development process.

8.
Focus on the Future. The task of 'Creating the Future' of the
U.S. Army
is a task that is widely shared -- and it begins with ensuring that the available
talent pool for selecting future leaders is composed of the very best junior leaders we can retain.

Mike Shaler
served 30 years as an Armor Officer and established the Steamboat Leadership
Institute in 1993. This column is excerpted from a longer
essay.