Change comes to the U.S. Army. Take note, business leaders

A while ago, I heard a story from a military officer about taking an approach to a crisis situation that was “180 degrees different from what we normally would do.” Instead of saying, “the crisis is under control, go back to work,” this officer decided to be a bit more vulnerable and say, “I’m also struggling, we’re going through this together. Let’s be honest that we are and talk about it.”

That showing of emotional intelligence, empathy, and ability to convey it through clear communication, has had major positive benefits, far beyond the immediate crisis. But it was a new way of acting.

This officer reflects what the Army wants to instill throughout, with new ways of deciding who becomes a senior officer.

After 50 years of depending upon general-level officers to decide on who will be promoted, the Army is making a change. On March 5, The Wall Street Journal reported a major shift in the way top level officers will be chosen going forward.

In choosing battalion commanders (lieutenant colonel rank), the “keystone midlevel management job,” the army will include new criteria and a new method of making the decision.

This is in part because that keystone position is critical in whether enlisted members decide to stay in the army. The army needs inspiring officers who are able to connect with people.

As Gen. James McConville, the Army’s chief of staff, says, “We are in a war for talent.”

Sounds a lot like any organization these days.

In the past, the Army relied upon physical fitness tests and recommendations from senior officers to determine whom to promote. Today, that’s changing dramatically.

Subordinates will give input, candidates will go through tests of their communication abilities (both verbal and written), and there will be anonymous interviews, similar to ones orchestras use in choosing their new members. This is to help reduce bias in areas like gender or race.

These approaches are not unfamiliar in many corporate settings. The Boston Symphony introduced blind auditions in 1952. Google has included employees in hiring and promotion decisions since 2000.

For the Army, this is a sea change. If it can make such a change, maybe the rest of us need to rethink hiring and promotion.

Nancy Napier is a Boise State University distinguished professor. nnapier@boisestate.edu