MAJ Moore  on 24-Jan-2013
Sir,

I recommend "The Tipping Point" by Malcolm Gladwell and "Freakanomics" by Steven Levitt and Stephen Dubner. Both books are explore why things happen, and how you can look at a problem set and discover what actions and people truly affect the outcome of a situation. "The Tipping Point" in particular looks at how you can get a group of people working towards a common goal and achieving that goal as efficiently as possible. This is a great book for leaders to learn how to shape and mold their unit and organization to the endstate they are leading them to.

MAJ F. Jackson  on 15-Jan-2013
Sir,

I recommend "On Writing Well, 30th Anniversary Edition: The Classic Guide to Writing Nonfiction" by William Zinsser.

v/r majj

1LT Brian Turner  on 02-Jan-2013
Sir,

An enlightening and quick read that I just finished was "The Peter Principle." Published in 1969 by a somewhat cavalier gentlemen, Dr. Peter explains very quickly, and without exception, how everyone will eventually rise to their own level of incompetence. A little morbid, I know. However, through the use of clever satire the book speaks volumes to our tendency to promote those who least deserve promotion. Specifically, we promote those who have done well in the past assuming they have the capacity AND desire to do well in a higher position or role.

The book really makes one think about the military promotion system. If we continue to promote people to a level where they are incompetent will we as an Army become incompetent? The key is realizing when we are at that level, and Dr. Peter explains it in great detail. In short, if one isn't accomplishing anything meaningful for the organization, and simply treading water, he/she should not be allowed to stay at that level, let alone be promoted again. They are at their level of incompetence. Thus, we should not be afraid to recommend and use administrative reduction boards and other regulatory means to reduce those who fail to perform at their current level but who were successful at a previous level (rank). An E7 who was a great E6 now fails as a PSG. He is given the opportunity to succeed at a staff E7 role where he fails also. He should be reduced to E6 where he was successful and allowed to continue in that grade. He is at a level of competence: he is happy, the organization is happy, and most importantly, efficiency and effectiveness has been restored.

Thanks for your post; I still need to read your recommended book.

R,

LT Turner

Major Steve Spulick  on 29-Dec-2012
Sir, I enjoyed the book and recommend it. The authors’ propositions that organizations can be broken down in to three groups does have some merit. The benefits are greatest, though, for the organizations that can determine where they are on the spider-hybrid-starfish continuum and then teach the firm to behave appropriately. The military is designed as a spider, but can certainly have areas of starfish, although the efforts at achieving that can be awkward due to the strangeness of the concept to so many. Yet, the starfish is so often an innovation incubator that a firm ignores the benefit of the structure and risks becoming the next Grokster. A suggestion would be to establish ‘safe zones’ within a spider organization where the starfish can experiment with little risk. The OTSG Excalibur award seeks out such opportunities. Recent articles at Small Wars Journal also discuss the disruptive thinker in military terms. While finding the right framework for a disruptor in a spider organization may be a challenge, I would argue that it can, at the least, develop new ways of thinking to be considered by senior leaders. Are senior leaders receptive to such change is another story. If not, this might be a simple thought exercise. Without the support of one’s rater, especially on the OER, there is little incentive to risk failure if the goal is continuing service at a higher rank. The Small Wars Journal article can be found at http://smallwarsjournal.com/jrnl/art/the-military-needs-more-disruptive-thinkers Regarding professional reading, I would encourage other 70Ks to read the broader supply chain practitioner literature, many available for free, as well as those focused on medical health care supply chains. The periodicals of professional organizations such as CSCMP or ISM also have worthwhile and topical articles that can help develop a deeper understanding of the strategic complexities of the supply chain. I taught an undergraduate Into to Business Logistics course this semester and 45 hours was not enough to do anything but skim the surface of the topics presented in the text. I would recommend this type reading for both officers and enlisted alike to get the greatest benefit to an organization.

LTC Mark Bonica  on 15-Dec-2012
Sir,

At Army-Baylor we are on our second iteration of an elective called "Leadership through the Great Books". A group of faculty have identified unique, integrative classics that introduce big ideas about leadership, organization, change, policy, and other topics critical for senior leaders. These books are generally not explicit leadership texts - some are plays, novels, or philosophical or scientific treatises - but they all open our minds to critical ideas, while broadening students' knowledge of great cultural treasures. The list continues to evolve after each year. Some of the books we have explored include:

Machiavelli, “The Prince” Hemingway, “Old Man and the Sea” Aristophanes, “Lysistrata” Khun, “The Structure of Scientific Revolutions” Pirsig, “Zen and the Art of Motorcycle Maintenance” Rand, “Anthem” Franklin, “Autobiography” Shakespeare, “King Lear” Thoreau, “Walden” Orwell, “Animal Farm” Heinlein, “Starship Troopers”

1LT Liguori  on 13-Dec-2012
I used the time during my tour in Afghanistan to explore the CSA's reading list. I found it to be pretty good and both enjoyed and benefitted from many of the titles that I got through. Once an Eagle is among the best I highly recommend it, We were soldiers once and young is also very good. I am currently reading Grey Eminence, which is a good profile on MG Fox Conner who was a mentor to Marshall, Eisenhower and Patton.

V/r, 1LT Steve Liguori

1LT Muncy, 429 MMB  on 12-Dec-2012
I have yet to read the book, but it is somewhere on my current list.

From the junior officer's perspective, I feel that a constantly revised reading list is of utmost importance to leaders at all levels -- especially for those of us not currently in the AC and being tested every day.

As an aside, the first list that frequently is suggested to anyone looking is the CSA's. Sadly enough, the list from 2011 (when I comissioned) is an example of a poorly revised list. As the majority of list did nothing to assist me (or any peers who tried it as well) in my roles or responsibilities, nor did it advance my technical understanding of the Army itself. It wasn't until I leaned forward into the sublists 3/4 where I felt I started getting into benefical reading.

As any good leader will likely admit, the best suggested reading has come from their conversations from peers and mentors. However, there needs to be a more active role taken with communication of particularly beneficial reading (lessons learned as well as personal/professional development) otherwise we're setting ourselves - Army-wide - for future failure by continually letting our leaders walk in blind.

A few books that have helped myself and others:

Accidental Guerilla - Kilcullen Citizen Soldiers - Ambrose If Disney Ran Your Hospital - Lee Once an Eagle - Myrer Seven Deadly Scenario's - Krepnevich

Appologies for the length, but this is a topic that is near and dear to me due to various reasons.

Respectfully,

1LT Muncy

CPT BC Kirkup  on 05-Dec-2012
Though new books come out very often, few will enter the canon of the classics.

At the same time, some books sit at the forefront of new research. These books are equivalent to large review articles.

The Righteous Mind, J. Haidt 2012 The Black Swan, N. Taleb 2010 The Signal and the Noise, N. Silver 2012 Making Software, Oram and Wilson 2011

+ Add A Comment

Sidney M Cobb, Jr  on 12-Nov-2012
Sir,

I think that the Army Career Tracker is a great idea and will serve as a beneficial tool for our Corps in attempts to foster mentorship and link the right mentor with mentee. While I believe personal recommendations and interactions will still spur officers to seek out mentors by-name, this tracker will help bridge and facilitate the ease of that search. The ability to pull up training and assignment information will also allow the mentor to better assist the mentee in developing those key personal and professional goals and having an virtual record of them. Great tool.

Sidney M. Cobb, Jr., MAJ, MS Student, Command and General Staff College, U.S. Army Combined Arms Center Fort Belvoir, VA "The views expressed are those of the author and do not reflect the official policy or position of the Department of the Army, Department of Defense, or the US Government."

CPT Dwayne M. Williams  on 26-Oct-2012
Sir,

Great post! Finding and maintaining contact with a mentor can be very challenging. It becomes especially difficult with high OPTEMPO and continuous relocation. With so few of us in certain units, we must stay abreast of the many technological resources such as the ACT. I use outlook on my home computer and take notes of the interactions I have had with the "good ones". This provides me a resource and a reference for future use. Building and maintaining your network is paramount.

CPT DMW 47th CSH

LTC Soo Lee Davis  on 14-Oct-2012
Nothing beats a face-to-face mentorship discussion, but many of our junior MSC officers are assigned to units where there may be only a few MSC officers and finding an MSC mentor is tough to do. ACT facilitates that, as well as facilitates communicating with a mentor from a previous assignment that is geographically separated now. A good tool -- will take some time to flesh out the information managed in the tool. Any plans for it to synch up with personnel systems to populate that data automatically (with the user's permission)?

+ Add A Comment

MAJ Rutz  on 02-Sep-2012
Sir: I was one who knew my AOC was right for me very early on in my career (1LT) but I am probably exception then the norm for my year group. The current designation process is a good balance between the process twelve years ago and the recently changed 8 year AOC designation policy. This allows for opportunities to experience different AOCs but allows an individual to start the journey on their chosen AOC once they have found it. This is a balanced approach to AOC designation for our Corps based on the current environment we are operating within. I would challenge the 70Bs • To get exposure to has many AOCs as possible but at a minimum your “top three”. • Professionally prepare for more than just your top choice. • Seek out mentors in AOCs you are interested in. More than one mentor is a good thing • Look at all the AOCs and their specialties within those.

Chris Rutz MAJ, MS (70K9I) Student, Command and General Staff College, ILE 12-003 at Ft. Lee, Va. "The views expressed are those of the author and do not reflect the official policy or position of the Department of the Army, Department of Defense, or the US Government."

CPT Rebecca Lesemann  on 28-Aug-2012
Sir,

I am very pleased with the new changes to the AOC designation. I have seen it come a long way in the 6 years I have been in the AMEDD. When I first came in in 2006, the way of thinking was once you went to one AOC school that was how you were tracked and you were pigeon-holed into that slot. I 100% appreciated when the way of thinking to changed to allow us to go to several schools, see which we like and then apply for that AOC. I went to the 70K course in 2008. And while I believe it was one of the best courses I have been to in the Army and I'm very appreciative for the logistics background, I realized that the 70K world is not for me. I really enjoy the crisis action planning and the plans and operations side of the house. For a while it was hard for me to convince others that I wanted to try out and fill a 70H spot, as they were still use to the way of thinking that I had been trained a 70K, I was taking up a 70K spot and therefore I could not now go into a 70H spot. After all of this I became very concerned that having equal 70K and 70H time, but having the 70K course and not the 70H course would make me a 70K. When the changes to the designation process came out this year I was very excited. I knew that this was my chance to apply to be a 70H now, with the best opportunity to get the AOC I wanted. I also applied for LTHET at the same time, both securing me my 70H position. I think the process is great for those who know what they want to be by their 6th year. However if you are someone who doesn't know yet, and have mostly worked company jobs, it may be a slight disadvantage when you do finally figure out what you want to be. As we discussed during junior officer week this year, the mentorship around the base is the most important thing. The more we can get out and meet those who are in the field we are thinking of going in, the better off we'll be. Thank you for the MSC directory as this is a great resource and tool for me to use to help my young LTs in my company seek out the mentors in the fields they are interested in.

CPT Lesemann

BG Dennis D. Doyle  on 22-Aug-2012
Fellow MSCs,

Thank you for all the great responses and participation in the recent BLOG. This forum enables me to check the heartbeat of the Corps... all of you. I received a lot of good questions and we really had to do our research IOT provide worthwhile responses. All the questions made the response so long that I have to break it down into two parts. I am going to attempt to answer everyone’s questions, breaking them down below:

PART ONE:

67Js: currently, IAW DA PAM 600-4 para 9.G.2.A, Aeromedical Evacuation Officers will attend the AMEDD Course for Evacuation Officers (67J) followed by the Aviation Captain's Career Course between their 5th and 8th year of commissioned service. Finally, following the CCC, Aeromedical Evacuation officers will request a Secondary AOC within MFA 70 through HRC for approval by the 67J Consultant. Once approved, the Aeromedical Evacuation Officer will attend prerequisite courses associated with the approved AOC. The designation of 67J as a primary AOC is required for those officers with that AOC. Secondary AOCs for 67Js has historically been a nebulous process. We are looking at introducing the AOC Panel Selection process to the 67J population as a mechanism to identify a Secondary AOC earlier in their careers. The intent would be to have them go through the same AOC selection panel process along with their year-group peers; it would serve as a monitoring/tracking mechanism for those officers until they reached the same 8 year milestone. This methodology provides the opportunity for the Secondary AOC Consultants to consider the 67J officers within their populations for assignments, promotions etc. We are also looking closely at permitting 67J officers who clearly want to remain in the AMEDD 'track' to attend the AMEDD Captain's Career Course.

MAJ Metcalf: regarding 70As receiving preference for DCA positions - the authorized listing for a DCA on the TDA calls for a 70A67 specifically. The position is a leadership position and calls upon three aspects: leadership, experience, and educational background. While your experience and leadership are well qualified, the 70A has an advantage because of their educational background. If two Soldiers had similar leadership and experience, the item that would set them apart would be their educational background.

CPT Reece: as we discussed at the Fort Knox SCS Meeting, you are not at a disadvantage by serving in the critical, developmental MTOE positions. Serving in MTOE units enables you to develop your leadership skills and create a base knowledge of the operational Army. 70% of the MSC Company Grade Officers serve in operational units. Once you reach field grade, the numbers reverse and 70% of positions are within MTFs. Board members are aware of the critical MTOE positions we must fill and do not place those positions lower than TDA/MTF positions. Being selected for LTHET and the AOC of your choice has more to do with the personal effort and preparation you put into it, and your duty performance.

MAJ Maitage and CPT Preczewski: your desire for exposure to various MSC AOCs in your career prior to choosing a final AOC really points out the critical mission of the local Silver Caduceus Society. While it may be difficult to be exposed to MSC AOCs other than divisional assignment while in a TOE unit, it is imperative that you take action and engage your local SCS and senior MSC. There is likely a SCS at your post that contains both divisional and TDA assignment members and there will be a plethora of MSC AOCs involved. If your installation doesn’t have a SCS start one! There are also consultants for every AOC that are more than eager to provide mentorship and guidance.

BG Dennis D. Doyle  on 22-Aug-2012
PART TWO:

LT Liguori: regarding the early AOC designation by the Reserves - the majority of Company staff positions within the USAR AMEDD structure are not coded 70B. If a unit is to be considered DMOSQ, the Commander must request that the Company grade officers attend an AOC producing school for the positions they are filling. There is continued debate on trying to change these company grade positions to 70B IOT allow more leadership growth. Unfortunately, the majority of all leadership positions (i.e. Platoon Leader, and to an extent, Company XO, and Company Command) are in the National Guard. A USAR officer does have the flexibility to hold up to three AOC's. When a senior CPT approaches the field grade level, the USAR may designate a primary AOC for that officer to track for the remainder of their career. As to the shortage of company grade MS officers, in the USAR (minus AGR) we are currently over strength (i.e. 671 Auth to 1226 inventory). For our ARNG officers, I would refer you your state's TAG for that information.

CPT Carmen: regarding your concern that there are fewer AOC slots in the 8th year of service - there are objective force models (OFM) for every YG and AOC that lay out the number of officers that will be assigned to a specific AOC. Based off sheer numbers, there will be fewer slots, across the board, for a YG’s AOC in their 8th year. This does not mean you will be left behind as a “straggler”, and the percentage of 8th year AOC designees that receive their first choice (78% this past year) will remain relatively consistent. I recommend that if you’re certain of your desired AOC, begin requesting that designation ASAP.

Michael Smith: reference there being too many MSC AOCs and merging 70K and 70H - where the 70K and 70H AOCs do have some common attributes, it has proven valuable to maintain these specialties as separate AOCs due to the characteristics that are unique to each. The commonality begins to dissipate the further from a brigade combat team you move. Ultimately, the chief, hospital logistics, both fixed and field, requires specific skill sets best managed within a focused AOC. With regard to the 70K AOC, the specialized training required of medical logisticians serving in 70K positions ensures that the management of the critical medical commodity used exclusively for delivery of health care is entrusted to an officer who has the training, experience, leader development, and professional network to ensure success of the health care mission. 70K officers are specifically trained and developed to orchestrate and synchronize the provision of integrated medical logistics support (e.g., medical supplies, medical equipment, and its maintenance, blood, optical, medical facilities, medical services, and/or medical contracting) for health readiness support to the joint force. Over the years, there has been discussion as to why medical is different from pure sustainment, this discussion is not limited to just medical logistics. History has proven that the medical system of care, connected tightly between operating and generating force, is best managed by health care professionals, which includes administrators and logisticians, to ensure the best outcomes and quality of care. The debate with our partners within the Logistics Corps will never end. It is a good discussion to look for efficiencies and see where and how we can work together. But, on behalf of the required support to both our patients and our clinicians, the separate but supporting systems we know today provide the best healthcare outcomes.

D3

BG Dennis D. Doyle

17th Chief, Medical Service Corps

MAJ C  on 12-Aug-2012
Sir, thanks much for this thread. I am interested to know what is the process for 67Js to get assigned a secondary AOC. I know some 67Js do not get a secondary AOC at all and remain pure 67J throughout their career. Since 67J is the initial AOC aquired upon commission just like 70B, should 67Js receive a secondary AOC and compete in another AOC with an increased amount of authorizations/slots thus following 70B model? Even though many 67Js are filling other AOCs for professional development and needs of the Army, they will not be able to compete for authorizations labeled specifically for other AOCs regardless of qualifications or past performance.

Vr

MAJ C

MAJ Darryl Metcalf  on 09-Aug-2012
Sir, Good day.

My comment/question isn’t quite in line with your question about AOC’s. However, which AOC we end up with does have some relevance to my question, as those young officers who are choosing their AOC’s need to understand what future jobs they may or may not get based upon where they are aligned. I just completed reading the MILPER message that was released in preparation for the DCA Selection board coming up this October. A quick note about my background; I am a 70E, have a masters in International Relations and have worked in MEDDAC’s, a MEDCEN, multiple Combat Support Hospitals and in a Medical Task Force downrange. I am trying to understand why all 70A’s are automatically opted in to the board, while the rest of us have to nominate ourselves. I have been afforded the opportunity to serve in positions aligned with other AOC’s to include CSH S3 (70H) and Chief, Clinical Operations (70A) in a MEDCEN as well as the Deputy, Clinical Operations in a deployed Medical Task Force and have done quite well in all of these positions. I believe this well rounded professional experience has prepared me for the position of DCA more than an MHA/MBA and serving at least one job in an MTF as a department or division level administrator. The DCA typically has oversight over the S Shops, PAD, RM as well as troop command (All MS AOC’s except 70A). However, the position has very little oversight over the day to day functions of the MTF’s medical management (Managed Care and Clinical Operations divisions, which are slotted as 70A positions). These officers typically work for the DCCS and rarely if ever receive daily guidance from the DCA. In line with the oversight and day to day responsibility of the DCA, why does the 70A community have the inside track on 90% of the DCA positions, while the rest of the AOC’s typically get one or two a year? Bottom line, The DCA is a LEADERSHIP position that should go to the most professionally qualified Medical Service Corps officers regardless of AOC or educational background. Shouldn’t all interested applicants have to opt in to be afforded the opportunity for this key leadership position? Their records should be reviewed by a board that encompass’ senior MS Officers of ALL administrative AOC’s with experience in our MTF’s.

V/R MAJ M

Christine Downs  on 06-Aug-2012
Sir,

Thank you for the great information about the 70B AOC Designation Process. Could you provide a little information about the Secondary AOC Designation Process for 67Js? It would be really helpful to gain some fidelity regarding how the timeline and process for 67J AOC selection differs from 70B AOC selection.

CPT Josh Reece  on 06-Aug-2012
Sir, there are great opportunities for MS officers however there is a disadvantage present for those of us that have been in MTOE units our whole career and specifically those of us who command charlie meds in BCTs. The disadvantage lies in the fact that MTOE units deploy frequently and commanding in garrison after deployment (not to mention training for next deployment) is a difficult challenge that leaves little or no time to prep for any post command career path. The TDA and hospital side of the MS corps is at the advantage due to easy access to networking and mentors. I recommend that those of us who serve in MTOE units are offered a little more weight to our LTHET and AOC applications. I appreciate your time and look forward to comments and replies. Respectfully, CPT Josh Reece

CPT Preczewski  on 05-Aug-2012
Having to wait until the 6-8 year mark before MSC Officers can choose their AOC is a smart decision. As a Lieutenant I couldn't wait to specialize and I was upset that I had to wait until the 6-8 year mark. But I am glad that I had to wait. I've now had enough time to try out various different AOC's first hand and my understanding of the roles and responsibilities for each AOC has greatly influenced my decision on which AOC is the best fit for me. I really appreciate the mentorship I have received by members of various AOC's during Officer Professional Development, Silver Caduceus Society meetings, and when the Assignment Officer's and Branch Chiefs visit with Soldiers. One improvement I'd like to see is an increased exposure to the 70A Hospital Administrator AOC. As far as I know, there are no opportunities for LT's and CPT's to serve in a 70A slot, so it is difficult to fully understand this AOC unless you work with a 70A that can mentor you.

David Attanasio  on 05-Aug-2012
Sir, I am a recently commissioned MSC officer preparing to go to BOLC and would just like to say thank you for this message. It has given me some guidance and avenues of approach in order to manage my career. There is also a relief of worry in the likelihood of being selected to my desired AOC. As a comment to the matter of the future of MSC I believe this is beneficial; because an individual is working in a desired area rather than a less than desired area better performance is observed. Thank you, 2LT Attanasio, David

1LT Steven Liguori  on 03-Aug-2012
Sir, This was a great topic thank you for the valuable information. My question involves reserve component MSC's. I see more and more MSC's being pushed into AOC's before they even make Captain, mostly due to a shortage of MSC's particularly in the ARNG. I have seen 1LT's sent to the 70H and 70K courses, and it seems to me that it is a little premature for them to be sent to AOC designating courses. I realize that there are no boards for these officers, but with ARNG and RC officers being activated so often how will this affect the total force? And is it even appropriate to designate so early in their careers? Thank you.

V/r, 1LT Steven Liguori

CPT Josh Carmen  on 03-Aug-2012
I am glad to see the process being refined and I think overall this will be a good thing for the Corps. I wonder if a few years down the line, this process might create a situation in which 8th year designees have a much lower rate of selection for first choice AOCs. The slots given to year 7 designees this year will be unavailable to year 8 officers next year and in 2014, there will already have been two year's worth of AOC designations (year 6 2012 and year 7 2013). I think there is potential for year 8 desgnees to become "stragglers" and have less oppurtunity for some AOCs.

MAJ C  on 03-Aug-2012
Sir, Thank you so much for allowing this topic for discuss as it is a touchy subject for me. I was designated (at my sixth year of AFCS) two years ago by the AOC Panel, to my recollection the statistics and breakdown of results were not provided to us as you have done but I’m sure the numbers would have been quite similar. The AOC designation process has greatly improved over the last few years and I applaud all who were involved in making it better and providing a detailed guide for our young officers to pave their own destiny. I was among the small percentage that receives the AOC other than my top three choices. I proceeded with the appeals process and the results came back to remain in the chosen AOC. A year later, a representative from the HR MS Branch office conducted a site visit in our area and I inquired about the AOC designation process as well as the number of allotted times we can appeal to the board. After discussing my career map, looking at my ORB, and going through the OFM; it was highly recommended that I resubmit an appeal to the board due to the fact that I had more experiences in one AOC over the other. I followed the recommendation and repeated the appeal process to the board; again the results remained that my AOC would hold. I understand shortages and the needs of the Army. It is hard to comprehend when comparing my peers’ ORBs and records side by side and someone else with less experience or no experience is designated with a specific AOC. I’ve been told time and time again, it’s all about the numbers….but shouldn’t it also be about talent management as well? Perhaps it’s too late for me to still be afforded the opportunity to change my AOC, but If I may provide some suggestions for improvement for our future officers: 1) continue to provide AOC designation stats so junior officers can see board results and gauge what to expect when it is their turn to be designated, 2) designation board panel after action reviews – an “overview” of common things that board members look at to make their determination in designating AOCs, and 3) incorporating an example presentation for commands or SCS’s to provide as OPD for the AOC Designation panel board.

Serving to heal...honored to serve!

Michael Smith  on 02-Aug-2012
I think the selection process is fine, I would just like to offer that I think we have a few too many AOCs in the MSC. The that really stands out in this thought is that I believe the 70H and 70K AOCs could be merged. many of the 70K do 70H jobs throughout their careers, and vice-versa - You could still keep the 70K course as a career progression course needed for certain jobs.

On a another note - I would like to ask a question -- I have had several conversations with senior leaders in the Logistics Corps in the past few years about medical Logistics. many of them, including some General Officers, strongly feel like Medical Logistics should be realigned from AMEDD to Log Corps - as every other class of supply in the Army is. What are the possibiities of this actually happeneing down the road?

MAJ Mark Maitag  on 02-Aug-2012
Sir:

It has been my experience while mentoring young MSC's, it is often difficult to decide their career path, even after 8 years. Most have only been exposed to Divisional assignments, usually 70H or 70K track.

The issues I see are 1: exposure at the junior officer level to varying AOC's, and 2: access to senior leaders in those AOC's.

How do we fix that? I'm not sure...Perhaps through policy that requires 70B's be given opportunity to shadow a/an AOC('s) they're interested in as part of CCC, much like CTLT for cadets. Also, access to senior leaders for those AOC's to discuss career paths/ requirements.

Respectfully, MAJ Mark Maitag Fort Drum, MEDDAC

+ Add A Comment