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Mark O’Neill's avatar

Great piece Doug. I found the ‘reversal’ of outcomes from BCAP to the old process fascinating. When I think back over my career I see echoes where really good people amongst my peers didn’t get up and toxic / less than smart folks did. The point about nepotism rings true as a determinant ( ducks pick ducks). I think it’s way passed time that the Australian Army embraces a similar process.

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Crispin Burke's avatar

Mark: I was part of the team which helped implement BCAP (and its related programs). The British Army has incorporated its own system for its one-star commanders based on input from the BCAP system.

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James Atticus Bowden's avatar

What happens at the assessment besides the interview behind a curtain?

Who distinguishes - how - between hard asses and toxic leaders? My best Commander was a hard ass. Had toxic bosses too. In one of Bradley’s bios he talked about good leaders that were quiet and screamers. Both were good back in 1920/30s and proved themselves in WW2.

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John Biedebach's avatar

Doug, great perspective. Like many professions, the linear track to senior leadership (if you don’t get a company command you won’t get a BC, etc) limits the pool of potential BCs early in an officer’s career. I assume there are amazing Btn XOs or staff officers that got passed over in the old system because they weren’t in the right spot when they should have gotten a company command and now 10 years later they are the most qualified, but they are overlooked.

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Chris's avatar

Excellent piece!

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