THINGS FIELD OFFICERS (MAJOR) SHOULD KNOW TO GET SUCCESS
General
1. Major is a military rank of commissioned officer status, with corresponding ranks existing in many military forces throughout the world. When used unhyphenated, in conjunction with no other indicators, Major is one rank senior to that of an army Captain, and one rank subordinate or below the rank of Lieutenant colonel. It is considered the most junior of the field officer ranks. Majors are typically assigned as specialised executive or operations officers for battalion-sized units of 300 to 1,200 soldiers. In some militaries, notably France and Ireland, the rank of major is referred to as commandant, while in others it is known as captain-major. The rank of Major is also used in some police forces and other paramilitary rank structures, such as the Pennsylvania State Police, New York State Police, New Jersey State Police, and several others. As a police rank, Major roughly corresponds to the UK rank of Superintendent. THINGS FIELD OFFICERS (MAJOR) SHOULD KNOW TO GET SUCCESS are enumerated below:
DEVELOP NETWORK
1. Hard work is only part of achieving your goal. Developing a solid network is another. Your narrative is important. Developing a proper network will aid in transmitting your goals and desires. Officers are encouraged to start expanding their networks early in their careers to achieve their goals. Senior leaders play a critical role in managing talent across the organization. Your reputation will make the difference during the process.
BEST PERFORMANCE
2. Performance is everything. It determines opportunities. Officers rated in the top represent the best in the field, and these officers will have the opportunity to serve in joint assignments, as General Staff Officer in important appointments, or in other nominative assignments reserved for the very best. This officers is targeted for areas that allow more opportunities to strengthen their files. Selected officers will continue to be assessed for promotion to Lieutenant colonel.
FACE REALITY
3. Face reality to reduce friction. The establishment of realistic career goals is paramount to successfully managing expectations. The number one rule is that as your performance changes, so should your future goals. Officers must routinely update their future plans, incorporating changes to accurately project future accomplishments. Being promoted to lieutenant colonel is definitely indicative of a successful career.
PERFORMANCE VERSUS POSITION
4. Being mentored by a senior leader is a great opportunity to develop a viable career plan. The goal is to achieve diversity of thought. So officers should have multiple mentors to avoid a myopic assignment approach. However, officers must understand that not all advice is relevant. The way officers perform far outweighs their assigned positions.
DO YOUR PART SINCERELY
5. Unequivocally, lieutenant colonel selectees had at least 03 (three) 'EXCELLENT' Grading in Officers Performance Report' (OPR) during their key developmental (KD) positions. This is the most important promotion statistic about going from Major to Lieutenant Colonel. Nevertheless, a large percentage of officers assume that if they do not receive KD opportunities as Battalion Second in Command or Company Commander, promotion failure is guaranteed but not always true. The key to success is to perform well regardless of the position.
ESTABLISH REPUTATION
6. One of a Major's first priorities is to complete the Command and General Staff Officers Course regardless of assigned method. Secondly, a Major must actively establish a reputation as a field grade officer and pursue KD opportunities immediately. Majors should approach future career goals logically and sequentially. This approach should include preparing for promotion to Lieutenant Colonel, competing for the selection list, and commanding a Battalion, if desired.
PUT FIRST THINGS FIRST
7. Officers projecting 5-to-10 years into the future tend to lose sight of the criticality of their current performance, which jeopardizes growth potential. As an officer's performance changes, so does the 5-to-10 year plan. Put first things first, and place your efforts on the immediate next step of getting promoted to Lieutenant Colonel. Promotion opportunities are many, and multiple paths lead to the same end state. However, officers must develop realistic plans to mitigate risks to accomplish their overall career goals.
NETWORKING IS KEY
8. Networking at the Field Grade Level is integral to continuing career progression. Senior Leader involvement in the talent management process encourages officers to build a solid reach back network. All officers need an advocate to portray their narrative during the assignment process. For the most part, an officer's immediate advocates should be from his or her current chain of command.
FAMILY HAS A VOTE
9. Ensuring family peace is an enduring priority. Serving in the Army is a great opportunity, but it represents a short time in our lives. Family considerations should carry enormous weight during the assignments process. Medical support, educational interests, or exploration opportunities are all worth consideration. There is a symbiotic relationship between family peace and work productivity. The Army has plenty of assignment opportunities and these opportunities need solid performers. Take the time to make the next move a family decision and not just about the position available. At the conclusion of your Army career, your family is going to remain the most important aspect of your life.
YOU MATTER
10. Talent management must be viewed holistically. Every officer possesses certain talents that benefit the organization. We should not expend all of our energy on the top 10 percent while the remaining 90 percent are the men and women operating the organization. Every officer matters to the continued success of organization. Officers to perform well regardless of the assignment, and to trust the organization to keep them on a path of progression. We need all leaders in our quest to remain the dominant force in the world, and it is the responsibility of all leaders to maximize individual talents in the best interest of the organization.
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11. Army officers should have the following characteristics:
a. All officers are expected to be agile and adaptive leaders for the 21st century. Leaders must be grounded in Army Values and the Ethos, competent in their core proficiencies, and broadly experienced to operate across the spectrum of conflict. They must be culturally astute, able to operate in any environments, and leverage capabilities beyond those provided by the Army.
b. Unique knowledge, skills, and attributes. Strategists require the following knowledge, skills, and attributes:
(1) Knowledge on a strategy-related field, including but not limited to history, political science, international
(2) The ability to express ideas and recommendations accurately, clearly, and concisely in both oral and written communication.
(3) Critical thinking skills and the ability to develop creative solutions to complex problems. Employ interdisciplinary assessment, problem solving, and planning techniques that complement senior leader decision making and appraisal.
(4) Be experts at building multidisciplinary, joint, and coalition planning teams and leading through influence and persuasion.
(5) Understand how to integrate the Army’s capabilities with other services, government agencies, and foreign government partners. Recognizes the organizational dynamics, structure, doctrine, and the operating environment of the Operational Army and Generating Force, the combatant commands, and allied partners.
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