Title
Reinventing the Leader-Selection Process: The U.S. Army’s new approach to managing talent
Contributing USMA Research Unit(s)
Behavioral Sciences and Leadership
Publication Date
11-2020
Publication Title
Harvard Business Review
Document Type
Article
Abstract
The U.S. Army has long struggled with toxic and inept leaders, and no wonder: It has historically chosen battalion commanders, a linchpin position, on the basis of 90-second file reviews. Last year it undertook an ambitious revamping of that selection process, which now involves four full days of physical, cognitive, and psychological assessments and interviews. The author, a lieutenant colonel who served as an adviser to the task force that designed and implemented the new process, describes it in granular detail, including a variety of rigorous measures for reducing interviewer bias and ensuring diversity and inclusion. Although specifically aimed at improving the validity, reliability, and developmental impact of the army’s executive-leader selections, the redesigned process offers important lessons for any organization seeking to bolster its talent assessment and promotion practices.
Recommended Citation
Spain, Everett S. (2020) Reinventing the Leader-Selection Process: The U.S. Army’s new approach to managing talent. Harvard Business Review. November-December 2020. https://hbr.org/2020/11/reinventing-the-leader-selection-process
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