Reinventing the Leader-Selection Process: The U.S. Army’s new approach to managing talent
Contributing USMA Research Unit(s)
Behavioral Sciences and Leadership
Harvard Business Review
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.
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
Record links to items hosted by external providers may require fee for full-text.