November 2, 2016
There is an old saying that generals prepare for the last war they fought.
For the past decade and a half, the U.S. has been fighting a war in the Middle East against a lesser adversary, an enemy that in no way parallels the United States’ military might.
As cyber becomes more prominent and Russia flexes its muscles in Europe, Defense Secretary Ash Carter and senior military leaders realize the enemy is changing, which is why they are signaling for a shift in the talent makeup in the military.
The Army’s guidance given to promotion boards in 2016 reflected Carter’s call for a different kind of soldier; one that is creative and has advanced civilian degrees and broad experiences.
In that case, it would seem that Capt. Jim Perkins, executive director of the Defense Entrepreneurs Forum, an innovation engine of emerging defense leaders, would be a shoe-in for promotion. Perkins, also earned his M.B.A. from Georgetown University while in the Army.
Not only is he a high achiever, but he’s willing to pass up a much higher salary in the private sector in order to serve the public good.
As part of Federal News Radio’s special report The Army is Shortchanging its Future Force, Perkins said his experience is one example of how the Army is forcing out talented, promising and innovative officers from its ranks.
There are systemic and cultural issues keeping Perkins and his peers from being promoted.
In part one of this story, we discussed how the promotion boards worked and what purpose they serve. But the boards also are part of the bigger Armywide problem that relies on a personnel system stuck in the 1950s.
Outside of the guidance given to promotion boards, other factors that decide an officer’s future are mostly subjective and what the boards prioritize seems to be different than what leadership does, said David Barno, senior fellow at the Atlantic Council and retired lieutenant general in the Army.
Promotion boards “are told to pick people with promotion potential, these are going to be the future leaders of the Army, we want people with diverse backgrounds, that have had a variety of assignments, that have had broadening experiences. … The guidance is to find people with a broader portfolio,” Barno said…
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