Posted on Dec 10, 2014
Are we promoting too fast? Let me hear your feedback?
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Back in 1984 it was not uncommon to see a SSG that had close to 15 years or more in. It took me three years to make E-3. However I knew my regulations, and I had the time to develop.
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Promotions
Promotions
Posted 10 y ago
Responses: 26
I think there are some people being promoted too fast, but some people being promoted WAY too slow. The military should move away from promotion being based on time, and focus more on when a person is actually ready for more responsibility.
Let the most qualified people rise to the top... and we should stop using time in service as a primary measuring tool for how well prepared somebody is to move forward.
Of course, I realize this is unlikely to happen in the today's military, but that's my 2 cents.
Let the most qualified people rise to the top... and we should stop using time in service as a primary measuring tool for how well prepared somebody is to move forward.
Of course, I realize this is unlikely to happen in the today's military, but that's my 2 cents.
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CPT Zachary Brooks
LTC Yinon Weiss I do not disagree with you at all, I just find it an amusing thought. Someone my age being a COL would be interesting to see. I would be all for that because I try to be a strong and assertive leader with a voracious appetite for learning. I think I could move up quickly.
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Lt Col (Join to see)
CPT Zachary Brooks Lemay was the commander of the 305 Bomb Group at 35 years old. A year later, he was in command of a division as a colonel. Jimmy Stewart was a squadron commander as a captain, at age 34, and two years later, after multiple staff positions, was promoted to colonel and given command of a wing. Irish volunteer Brendan Finucane became a 32-victory ace and the youngest wing commander in the Royal Air Force before being killed short of his 22nd birthday.
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MAJ (Join to see)
It was pretty speedy post 9/11, but they slowed it back down. I don't think that it was too bad in the 2nd LT and 1st LT but it was definitely detrimental for CPT. Because our career progressions are so locked into the 600-1 getting a chance to serve in some of the awesome niche jobs of SF becomes a game of timing.
With SF I definitely think that we need to rethink the timing of our office or do all meant to give our captains more time on the teams and within their battalions.
With SF I definitely think that we need to rethink the timing of our office or do all meant to give our captains more time on the teams and within their battalions.
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CPT James Burkholder
I think the promotion should be primarily based on performance, but we have too many career soldiers getting food stamps because we pay them so poorly. Somehow there should be a way to pay guys/girls for their time in service in addition to their abilities. I agree that, especially in wartime, heroes can move into command positions very quickly. However we also see borderline officers/NCO's put into positions beyond their capabilities in those times.
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I was recently in a senior leader discussion group and this topic came up, I'd like to share an analogy from that session.....let me know if it makes sense
Today's Service Members are similar microwave leaders, while the leaders of yesterday are more of a crockpot leader.
The "microwave leaders" expect promotions based on time in service/time in grade - the senior leaders/leaders of yesterday were expected to stew and had, adding a blended type of leadership, stew longer and then promoted...the longer periods between promotions was an accepted part of serving, it was just the way it was.
Can you relate to this analogy?
Today's Service Members are similar microwave leaders, while the leaders of yesterday are more of a crockpot leader.
The "microwave leaders" expect promotions based on time in service/time in grade - the senior leaders/leaders of yesterday were expected to stew and had, adding a blended type of leadership, stew longer and then promoted...the longer periods between promotions was an accepted part of serving, it was just the way it was.
Can you relate to this analogy?
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CH (CPT) Heather Davis
CSM Uhlig:
Absolutely, and thank you for your feedback. I was enlisted for twenty two years as an SSG and I shake my head when my niece made promotion to SGT in three years.
The disconnect is how can you effectively mentor if you did not stew and understand about serving and not being served!!
Absolutely, and thank you for your feedback. I was enlisted for twenty two years as an SSG and I shake my head when my niece made promotion to SGT in three years.
The disconnect is how can you effectively mentor if you did not stew and understand about serving and not being served!!
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SSG(P) (Join to see)
I can certainly relate to the stewing and microwave analogy...and you are correct, this newer generation, follow the letter of the law when it comes to counting promotion points. I remember taking a drug and alcohol class because it would give me 75 pts for a promotion to Sgt. I made Cpl in 3 years and Sgt in 5...So I guess I was pretty school heavy, was I ready...at the time I think I was.
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Lt Col (Join to see)
I think that's because our system no longer allows for crockpot leaders. Don't advance, we kick you out. I'm sure it's somewhat different for the enlisted corps, although HYT is still a factor...but in the officer ranks, we promote based on year group. One shot at the board, at the designated time, regardless of your actual leadership experiences. If you don't make major, you're basically done.
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SFC (Join to see)
This reminds me the shake and bake leaders during Vietnam War. But now is different compared with that era. Now leaders are more prepared with college education, NCOES, and mentorship programs.
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I would emphatically state yes especially in the technical MOS's. The Soldiers that enlisted during the combat mission either didn't work their job or because of the Army transforming from force 21 Army to the light modular unit. There are now positions that NCO's will never get the requisite experience to be an effective leader or to achieve Warrant Officer candidate experience. Any NCO desiring to be a Warrant Officer has to demand different job assignments to get the requisite experience. Otherwise if lucky they will still be behind in technical proficiency let alone have he leadership skills required as a Warrant Officer. It is no longer an Army where you must be technically proficient as a Warrant Officer. You must have the leader skills to go toe to toe and nose to nose with any commissioned officer and state that IAW requisite regulations I advise you to do or not do something. We are missing this requirement in our toolkit for NCO's. They get fast tracked and never learn how to lead and recognize which style of leadership is required for any situation. Instead we either win over the NCO's, enlisted, and commissioned or we bull our way through our careers and those Officers/NCO's that we bullied and or be-little can become our next senior rater and that will be pay back time.
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