Professional Development Programs - What works and what doesn't?

operational assignments, MOS training, classroom training and realistic FTX's all focused at that soldiers combat mission.  ie METL

Great question!  One that I hope leaders across our organizations continue to consider.  Here are some general considerations that I think are important:  * MOST IMPORTANT: The leadership of the organization must emphasize the importance of the program, devote the resources to make it effective, and demonstrate their support through active involvement.  * Topics/methods that engage and involve leaders - less classes, more discussions  * Programs that require preparation before any scheduled event - this leads to engaged leaders rather than observers  * Programs that balance near term needs of the unit (tactics, supply accountability, etc) with long term development of leaders (ethics, emerging issues, "big" problems) - our job is to develop leaders to do well in their current jobs and are prepared for future positions  * Programs that balance reading, discussion, and practical exercises - realizing that we all learn differently, the program must appeal to that varietyA well developed program is more important than the specific methods.  Great methods within a shallow program will be ineffective.  I've seen successful professional reading programs and complete disasters.  The best have focused on a book over a period of time, had assigned reading before each meeting, and had guided discussion during each meeting.  These have also been most effective for small groups (within a company rather than a battalion).  Too many people in the room leads to less effective discussion.  One battalion I was in had an assigned book each quarter.  At the end of the quarter, we met to discuss it and each officer was required to write a report on what they gained from the book.  This was very effective because it created informal discussions throughout the quarter as leaders worked their way through the book.  Another battalion had us each choose our own book and write a report each quarter.  This was okay for my own development but not nearly as effective as a shared experience.I've also participated in effective staff rides and ones that didn't provide much learning.  This depended much less on the battle chosen than on the required preparation and meetings/discussions prior to the actual staff ride.  Planning a good staff ride takes a lot of time, energy, and resources but I think it's worth it if done right.I've sat through miserable classes and others that were excellent.  The difference was not the topic (although that certainly does play a role) but was more on how involved the leaders were in the class.  Consider a tactics class - an instructor can present the doctrinal background and a few examples and then break up into teams, solve a tactical problem, and present the solutions (in OPORD format).  Or better yet, tie a series of tactics classes over a few weeks or months to a TEWT where the leaders have to put it all together.

What I've seen to be most successful - Assigning individual leaders to teach a short block of instruction on topic X. The individual (usually!) ends up doing a significant amount of self-study on the topic AND gets experience presenting. Other than a bit of friendly sniper fire, the audience generally pays attention - Since they know that they are in the rotation soon.....