• SGT Smith’s has strong potential; promote to Staff Sergeant now. Assign as MP Squad leader immediately, and send to ALC as soon as possible. He will continue to succeed and will make an outstanding squad leader. Every effort needs to be made in order to retain Soldiers like him.
• SFC Smith is a stellar NCO, and will absolutely be a CSM someday. Promote now and send to Non-Lethal Weapons Trainer Course immediately. Afford him every opportunity to complete his college education.
• SGT Smith potential as an NCO and a Armor crewman is unmeasurable. He is by far the top Sergeant out of three that I senior rate. SGT Smith has the knowledge, work ethic to be a outstanding Tank Commander, and Section Sergeant. SGT Smith has the tools to serve in any position that the Army has to offer. Keep him in leadership position, send to ALC, and promote to SSG immediately.
• promote ahead of peers
• outstanding potential for greater responsibility
• has the ability to excel as a platoon sergeant
• promote to Sergeant Major in secondary zone
• promote now; select for 1SG, send to 1SG course and groom for sergeant major
• has clearly demonstrated the potential for increased responsibility; assign as a food service sergeant of a major subordinate command
• assign as company first sergeant now
• this NCO will make an outstanding 1SG, promote to MSG now
• assign immediately as MP company 1SG
• outstanding leader, will excel in any position
• continue to challenge this NCO with increased responsibility
• keep in leadership positions; will continue to make a difference
• send to Advanced Leaders Course now
• send to Advanced Leaders Course when slots become available
• highly intelligent NCO, should be sent to Military Police Investigations immediately
• every effort should be made to allow this NCO to complete her bachelors
• send to Battle Staff Non-commissioned Officers Course now
• excellent NCO, send to WLC as soon as possible
• this NCOs potential is unlimited and will succeed in any position
• put this NCO in higher demanding positions
• demonstrates the potential to excel; continue to groom for increased responsibility
• demonstrates potential to excel in leadership positions with greater responsibility
• place in more demanding assignments; he/she will excel
• has unlimited potential; assign as First Sergeant immediately
• assign this Soldier in demanding and critical positions immediately to take full advantage of this Soldier's skills and expertise
• unlimited potential; will be successful at any echelon
• capable of excelling, no matter what position he holds
• challenge with only the most challenging and demanding assignments as he surely will succeed
• unlimited potential, recommend for sergeant major's academy and promote
• greatest potential of all maintenance team chiefs in the battalion
• possesses exceptional potential as a division, installation or MACOM CSM
• unlimited leadership potential
• best potential is as a trainer of Soldiers
• unlimited potential; must be promoted immediately and assigned as an infantry battalion CSM
• potential for major contributions as a corps artillery or division CSM
• his greatest contribution to the army will be leading and training armor Soldiers in a line tank platoon
• should not hesitate to place this Soldier on demanding and critical positions
• should always be assigned with Soldiers, MACOM CSM after Division CSM or Commandant of Sergeant Major Academy
• every effort should be made to retain this NCO
• retaining this NCO should be a unit priority
One of the initiatives I am working on for our enlisted Soldiers is talent management. Broadening comes up in almost every conversation I have with Soldiers and leaders when I talk with them about managing talent in our force.
‘Broadening’ is a term that we use all the time in these conversations, but I find Soldiers and leaders use the term to mean all kinds of assignments, duty positions, education, and fellowships. You name it and ‘broadening’ is probably used to categorize it.
All these conversations intrigued me, and led me to consider how the Army truly defines broadening. In ADRP 6-22, “Broadening consists of those education and training opportunities, assignments, and experiences that provide exposure outside the leader’s branch or functional area competencies.” This definition explains why broadening means all kinds of things to Soldiers and leaders. My first thought was, we need to refine this definition so our Soldiers and leaders will be properly aligned with where the Army is headed by identifying knowledge, skills, and attributes or KSAs.
The future Army will manage talent better by assigning and selecting Soldiers for opportunities using a holistic approach including KSAs. Broadening opportunities are crucial in developing leaders with a wider range of experiences and skills who can operate in ever-changing global environments. Officers refined their perspective of broadening for their cohort in DA PAM 600-3, Commissioned Officer Professional Development and Career Management. I think it’s time to update the broadening concept for enlisted Soldiers in DA PAM 600-25, U.S. Army Noncommissioned Officer Professional Development Guide.
Here’s the definition we have developed for broadening, “the purposeful expansion of a NCO’s core MOS proficiency and leadership, provided through developmental assignments, education, training, and other opportunities both within and outside their career management field, resulting in agile and adaptive leaders capable of operating in complex environments.” Examples of developmental assignments are Joint, NATO, Drill Sergeant, Recruiter, AIT Platoon Sergeant, Instructor, ROTC, and IG. Fellowships with degree completion, attending other DOD leadership academies, and professional reading are examples of the education component to broadening. Training with industry, credentialed functional training, and training in joint and multinational environments broadens Soldiers.
Other opportunities for broadening are experiences working in Joint Interagency Intergovernmental and Multinational environments, working as a Defense Attaché, the White House Transportation Agency, selection or working with Special Operations forces, and any other future opportunities not currently available. The four components (developmental assignments, education, training, and other opportunities) all lead toward agile and adaptive leaders capable of operating anywhere in the world.
Your talents and attributes are the most important combat multiplier our Army and nation can rely on. It is imperative we identify your talents, develop them, and optimize them for our nation’s national security, the future of our force, and for the future of our society as you become veterans employing your talents in the civilian workforce.
Check out this link on HRC’s site that has more information about broadening opportunities. Be sure to click on the program catalog with descriptions about 21 different broadening opportunities including a White House Fellowship and Training with Industry opportunities.
Victory Starts Here!
– CSM D
Tags: Army, Broadening, INCOPD, NCO, NCO 2020, Soldier, Soldiers, TRADOC, TRADOC CSM, U.S. Army Training and Doctrine Command