Advocating for Yourself: A Way
The Assignment Interactive Module (AIM) Marketplace offers a revolutionary path for Army Officers to pursue and shape assignments that meet the needs of the Service and the individual. The new process has shifted the onus of connecting Soldiers and units from centralized career managers into the hands of the individual Officer and hiring managers. This change sparks a shift in how Service Members navigate assignments and advocate for themselves. Our commentary offers some thoughts on embracing this change and best practices on setting conditions for Marketplace success.
Self-Advocacy is Okay
Blue Falcon. Two words that when paired evoke a strong negative response in any Soldier. For the uninitiated, Blue Falcons are peers, leaders, or subordinates that shamelessly pursue self-interests, even if it comes at the expense of organizational well-being. Examples include taking credit for someone else’s work or stepping on others to ensure career advancement. The point is, you know a Blue Falcon when you see one. Luckily, when you don the uniform, a cultural indoctrination begins to take hold. This ‘anti-Blue Falcon’ conditioning is grounded in the Army Values, with Selfless Service at the center. Selfless Service is placing the needs of the mission and organization above your own.
One aspect of Selfless Service relates to assignments. When individuals join the Army, most are resigned to the fact that they will live, and likely deploy, wherever and whenever the Nation requires. This premise is encapsulated by the infamous term “needs of the Army.” Some Officers will end up on the beaches of Hawaii or the mountains of Colorado, but others will be shipped off to the swamps of Louisiana or the deserts of Texas. The personal preferences of our fighting men and women, and their families, come second to our Nation’s requirements for security and defense.
Inspired by the private sector and fighting to retain talent, the Army has placed more control in the hands of its members. For the first time, Officers have a formal avenue to advocate for where they want to go and who they want to work with. But to many of us, self-advocacy feels unnatural. It’s a concept we’re unfamiliar with that can, at times, feel at odds with Selfless Service. Many of us have experienced “squeaky wheel” folks that shamelessly pursue self-interests, often at the expense of others. We witness these Blue Falcons inflating accomplishments, exaggerating experiences, or leveraging distant connections to get and go where they want.
But to navigate the AIM marketplace, Officers must voice their desires and qualifications. Those who are perceived to be the best organizational fit and most qualified will get the job. In this new system, self-advocacy isn’t an option, it’s a requirement. Officers have an obligation, nested in the values of Duty and Honesty, to shape assignments that promote organizational and individual success. Self-advocacy isn’t being a Blue Falcon, it’s upholding a professional responsibility. As long as engagements with hiring authorities are honest and transparent, assignment shaping improves the Service while helping meet the needs of units, Soldiers, and families.
Setting the Conditions for Success
Aside from a general framework and some dates, the Marketplace is free form. Every hiring organization and individual has the freedom to take a unique approach. The lack of an established “rulebook” can be intimidating. With this in mind, we’ve highlighted some best practices as your Marketplace approaches. As with most things in life, preparation sets the conditions for success. But it’s okay to be different. What works for others may not work for you. Embrace the uncertainty and dive on in.
1. The Digital File
The Marketplace brings many unknowns, but one thing you can influence is your digital file. We define this file as an Officer Record Brief (ORB), the AIM Resume, and any documents that may be asked for by hiring organizations. These can include Officer Evaluation Reports, a letter of introduction, and maybe even a five year plan. Keeping this file updated, preferably on a semi-annual basis, is ideal. Think of it as an elevator pitch. On its own, it won’t get you hired, but if it’s lacking, you won’t get through the door. This file will be pulled and reviewed, unbeknownst to you, and this is a good thing, as a portion of success is always attributable to exposure.
2. Pre-Market Analysis
Before the Marketplace opens, you probably have some idea of locations and organizations of interest. Reaching out to these units ahead of the market’s opening is a generally accepted, but not a well known practice. It’s beneficial because the market is competitive, short, and uncertain. Only open for about a month, Officers may have hundreds of assignments to choose from and preference. Whittling possibilities down in that short window is a challenge, especially while juggling day-to-day demands. Entering the marketplace with a top five and making contact ahead of time makes the process manageable.
3. How to Connect
After determining preferences, it’s time to connect with units of interest. Figuring out when and who to reach out to can be daunting. This is where your own personal network of mentors and peers should be leveraged. Bringing a mentor into your assignment process is beneficial for a number of reasons. One, they may have been involved with hiring Officers in previous cycles and can offer some advice for the interview and your digital file. Two, they have their own network of peers and leaders and will most likely offer to send a note on your behalf. This will make you stand out even more.
Generally, two months before the market opens is the earliest you should connect with the units of interest. Any earlier and you risk placing yourself too far ahead of the assignments cycle. In this process, it’s important to understand who oversees unit hiring. For Field Grade Officers, the gate keeper is usually the Division Chief of Staff (CoS). Each Division will conduct interviews differently, but you can guarantee that the CoS will be involved and have a large vote. A best practice is to reach out to the Division G-1 first to gain visibility on their hiring approach and interview process. Unless told otherwise, the next step is an email directly to the CoS. This note should be short, succinct, and error free. This is not the time to sell yourself, but rather to express interest in serving and contributing to the success of the organization.
Final Thoughts
An Army that considers the needs of its members, and postures them to succeed, is a more ready force. Although cold calling units, interviewing with strangers, and competing for assignments may be uncomfortable, the Marketplace is the future. By connecting the needs of the individual with the needs of the organization, the interests of self-advocacy and Selfless Service can align. The process is not perfect, but if leveraged correctly will help improve the quality of our families, units, and profession.
About the Authors:
Jake Conrad is an active duty Army Armor Officer serving as an Army Staff Intern at the Pentagon.
Brian Mathews is an active duty Logistics Officer serving as an Army Staff Intern at the Pentagon.
* The opinions expressed here are those of the authors and do not represent those of the Army, the Department of Defense, or any part of the U.S. government.