How being passed over for command taught this Army officer to lead

Good for her! She took the criticism and worked on it.
From the article: “To hear that word ‘toxic,’ and to try to relate it to yourself, was incredibly difficult,” she said. “That’s a jagged pill to try to swallow, to think of yourself as being somebody who’s toxic.”

Where some people may have heard those words and ignored them, or refused to see their own shortcomings, Hurdle said she took it as an opportunity to grow. It set her on a one-year journey of difficult self-reflection and personal growth. She was determined to become a better leader and be approved for command.

Thank you my friend MAJ Dale E. Wilson, Ph.D. for posting the task and purpose.com [that I also receive daily via email] focused on US Army Civil Affairs officer LTC Audrey Hurdle who was passed over for command of a battalion.
Caveat [I have been passed over for promotion to Major twice, promotion to LTC twice].
Persistence tends to pay off whether or not you are passed over or promoted/accepted for command. Learning lessons in and through the process is important for one's own sake and those we lead
I am glad she seems to have taken to heart learning from her experience.

I took her statement with a large grain of salt "only two reasons someone is found not ready for command: failing the physical fitness test, or having “toxic leadership.”
There are many more significant reasons for being passed over for command.
1. Most significantly is unqualified by training and experience for specific battalions [there are many more candidates than available battalions]
2. Secondarily, there needs to be a battalion command position opening up in the window for assignment. Since battalion command is generally at least two years [active duty]
3. there are four Civil Affairs Commands and one Psychological Operations Command - these units are comprised of US Army reserve officers and NCO's primarily.

FYI Maj Bill Smith, Ph.D.CSM Charles Hayden SGM Major Stroupe PO1 Sam Deel PO3 Edward Riddle SSG Franklin Briant SFC William Farrell SPC Carlton PhelpsCOL Thomas McGrathCSM Bob StanekCPL Patrick RasmussonMAJ Byron OylerCMSgt Marcus FalleafSPC Steven DepuyMSgt Gloria VanceSGT Juan Robledo] Maj Marty Hogan SGM Mikel Dawson CSM Bruce Trego

The old 360 process is flawed. The Fitness Reports indicate senior leadership satisfaction with your performance in multiple areas of technical and leadership. I strongly feel that performance board interviews are critical to the process, in fact, I enjoy them. It is my personal opinion that there will always be complaints from a small number of malcontents, if you maintain proper order and discipline. I’ve applied those processes in both, military and civilian careers.