The expectations surrounding large-scale combat operations are that they will be a time of lost communications and unique situations resulting in the need for all officers, but especially field grade officers, to take the initiative and act only on commander’s intent. This will require a level of critical thinking and independence that unfortunately is not as ubiquitous as one might desire in day-to-day U.S. Army operations.
In addition, taking the initiative when stakes are high is not a value or talent that is instantaneously developed during a crisis. It must be practiced and become woven into the fabric of the Army’s culture.
The U.S. Army Command and General Staff College has been administering oral exams at the end of its common core curriculum for many years. As satellite campus faculty, we have been administering these exams three times a year to students in the Command and General Staff Officer Course and have watched the preparation, performance and post-exam results of thousands of Army field grade officers. The oral exam is designed to test students’ ability to take models, theories and frameworks taught in the curriculum and synthesize those three elements into a comprehensive approach to solving a complex problem related to national security.
The intent is not for students to simply regurgitate the theories, models or frameworks, but to demonstrate a working knowledge of them and to discuss how they were changed and applied to meet the unique environment of the problem they are addressing.
Most officers do put forth an advanced analysis of the theories, models and frameworks, and we have discovered trends and best practices among individuals who have succeeded or not succeeded in doing so. Although this exam is partly intended to mimic an unplanned verbal dialogue with a general officer, it also is greatly suited as a segue into an officer’s approach to solving complex problems using only commander’s intent. Hence, it is a fair exercise from which to draw lessons when assessing required skills for large-scale combat operations.
Be Prepared
Following are 10 lessons learned from the oral exam cycle, lessons that officers should understand and incorporate into their daily routine to better prepare themselves not only to be successful at the Command and General Staff College, but also to understand and address the most difficult problems they may encounter in war, crises or routine:
1. Teamwork required: When someone has done well on an oral exam and is able to thoughtfully answer questions that focus on the nuance of a complex problem, it is always because preparation and rehearsals were done in a group. Those who demonstrate truncated understanding of the problem, or poor performance in general, will admit to preparing either alone or with minimal team help. While it sometimes seems a cliche, a group is smarter than an individual. A team has the advantage of drawing from the experiences and knowledge of a larger number of individuals. Multiple perspectives are a key to appreciating complexity and refining one’s thinking.
2. Be creative: The best interactions among students and faculty occur when someone not only has prepared correctly, but also has chosen an innovative topic or approach. The best place to practice creativity is before the bullets start flying. One does not just wake up one day and become creative. Creativity is developed over time and usually with much effort. When you are in a tactical unit serving as the leader and under significant pressure to perform, if you have not built confidence in your creativity, you are unlikely to find it when it is needed most to solve real-world problems.
3. Never just check the block: The cliche applies—if something is worth doing, it is worth doing right. Discussions with officers often reveal a surrender to the mundaneness of common tasks. “The nail that sticks up gets pounded” or “Shut up and row” are some of the perceived unwritten rules applied to daily Army operations. Do not accept this under any circumstances. The oral exam challenges you to think critically about a national security issue under stressful conditions and contributes to what senior Army leaders want field grade officers to demonstrate each day; the ability to solve wicked problems. Your efforts can mean the difference between your unit’s success or failure. Think about always doing your best no matter how mundane you believe the task may be, because just as with creativity, everything will be harder in combat.
4. Do not fear failure: Embrace Mission Command and accept prudent risk. Command and General Staff Officer Course students who use case studies developed from previously completed classwork as their primary topic during the oral exam usually disappoint faculty. The use of previous work indicates someone has not thought deeply about the requirement. Alternately, some students will take the risk of using a unique subject or an approach that might be considered nonstandard. Those topics are not only the most interesting, but they also provide the officer with opportunities for greater professional growth and development. The most prepared students anticipate questions in interrogative discussions to demonstrate their ability to apply, analyze and synthesize all facets of the common core curriculum.
5. Stress can enhance performance: It is natural to experience stress, especially during oral exams. However, doing your best under stress must be practiced. The right kind of stress can be positive. Students are encouraged to develop a study plan early in the Command and General Staff Officer Course and practice communication skills at every opportunity. The same practice should be embraced when you leave the classroom.
6. Integrate diverse models and theories: By skillfully implementing different concepts and demonstrating knowledge across the curriculum, students can better define, understand and successfully address a complex problem. Successful students break down multifaceted problems into component parts to view not only symptoms, but also dilemmas that must be resolved. The models and theories students have learned throughout the Command and General Staff Officer Course can be used to address the unforeseen machinations that develop from focusing on complex adaptive problems. However, you must have a foundation of theories and models to begin to understand complexity.
7. Consider leadership dynamics: Every problem has a leadership component to it, and field grade officers must consider decisions that must be made and implemented by senior officers, particularly those in other services or members of coalition forces. Unless they are a unit commander, upon graduation, most Command and General Staff College students will serve as staff officers. Put all your effort into comprehending, respecting and appreciating your senior leader’s point of view. Always frame the discussion by articulating common goals and innovative ways to achieve them. Doing this will serve you well when you must act quickly in a dire situation with no additional guidance.
8. Recognize resource requirements: Every problem has a resource aspect to it. Decisions require some resource, be it time, money, people or materiel. Learn and appreciate every section of the Army Force Management Model. Understanding this model is key to how decisions are made concerning future force structure, readiness and modernization programs during periods of budgetary uncertainty and constant threats of war with adversaries. Every critical decision made requires resources, and field grade officers provide recommendations to senior leaders daily on the best use of these limited funds, people and equipment. The two most common questions a field grade will get from a general officer is, “Do I have the authority to do what you are suggesting?” and “Do I have the resources to do what you are suggesting?”
9. Create a culture: A strong culture provides a clear sense of identification, shapes beliefs and attitudes, and creates a sense of belonging and shared understanding among members of what is important to the organization. It promotes effective communication and unity, which may result in enhanced trust and cooperation, leading to more effective leadership and decision-making. Creating a successful organizational culture in the military is critical to achieving a high state of combat readiness and should develop an environment in which constant change and ambiguity are embraced, not feared. The creation of these cultural characteristics is not easy, especially inside a large organization. As a leader, you may not like what is going on around you, but you must create a positive culture within your span of control.
10. Expect incrementalism: Military officers are wont to say, “No plan survives first contact.” This is true, because the enemy is a complex organism that does not always respond as expected. Therefore, when the enemy is acted upon, its response will manifest unpredictable second- and third-order effects. Thus, planning deals in incrementalism—making small, gradual changes instead of a few large adjustments. Unfortunately, most of the military’s familiar decision-making models are linear-based, rational and decision-making-focused, and provide a false sense of security as the Army and the joint force plan from first move to end state. Know that changes rarely occur as planned. Look toward the final vision and strive to move the organization closer to the leader’s end state in incremental steps.
The transition from company grade to field grade officer requires successful development of critical and creative thinking skills, forming effective teams and addressing the most complex problems—something that is never easy, never mind achieving this in the sometimes less-than-optimal conditions generated by a large organization. Part of this transition is adhering to the lessons learned from the Command and General Staff College oral exam cycle.
This is not an all-inclusive list, but the beginning of a journey that will lay the foundation for individuals to make significant contributions to improving the readiness of the Army and strengthening America’s ability to fight and win the nation’s wars.
Lt. Col. Mark Kormos, U.S. Army retired, is an assistant professor in the Department of Command and Leadership, U.S. Army Command and General Staff College, Fort Belvoir Satellite Campus, Virginia. He retired from the Army in 2010 after serving 27 years in various logistics command and staff assignments in the U.S. and overseas.
Cmdr. Bill Davis, U.S. Navy retired, is a professor in the Department of Joint, Interagency, and Multinational Operations, U.S. Army Command and General Staff College, Fort Belvoir Satellite Campus. He retired from the Navy in 2006 after 24 years of service. He holds a doctorate in urban academic leadership from Old Dominion University, Virginia.