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A Class with Drucker - Headway | Work on yourself

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A MODEL ORGANIZATION ■ 185<br />

However, no <strong>on</strong>e, no matter how senior, and not even the Chief of Staff<br />

of the service involved, can get a particular favorite officer promoted. In<br />

fact, if he tries, this is c<strong>on</strong>sidered “undue influence” and can get every<strong>on</strong>e<br />

involved, including himself, in serious trouble. I remember the Commander<br />

of Strategic Air Command, a four-star general, bemoaning the fact<br />

that he knew some particular captain pers<strong>on</strong>ally, and though he felt that<br />

this individual should be promoted to major, there was absolutely nothing<br />

he could do to get this officer promoted.<br />

The promoti<strong>on</strong> board reviews the records of every <strong>on</strong>e eligible and c<strong>on</strong>siders<br />

them for promoti<strong>on</strong>. They may do this in a committee of threes,<br />

<str<strong>on</strong>g>with</str<strong>on</strong>g> there being three committees or a total of nine <strong>on</strong> the board. Each<br />

committee scores each candidate’s performance and record, say, <strong>on</strong> a 1–7<br />

basis, <str<strong>on</strong>g>with</str<strong>on</strong>g> 7 being the highest score. The board compares scores <strong>on</strong> each<br />

candidate. If the score of a candidate by <strong>on</strong>e committee differs by more<br />

than two points from another committee, that candidate is discussed by<br />

the entire board until c<strong>on</strong>sensus is reached and a score is developed <strong>on</strong><br />

which all three committees agree. From my experience this difference of<br />

more than two points occurs rarely and <strong>on</strong> <strong>on</strong>ly a very small percentage of<br />

those candidates reviewed.<br />

The board then ranks all candidates according to their numerical scores<br />

and further ranks them <str<strong>on</strong>g>with</str<strong>on</strong>g>in the point scores achieved. Once this is<br />

d<strong>on</strong>e, the final decisi<strong>on</strong> mostly depends <strong>on</strong> the number of promoti<strong>on</strong>s that<br />

can be made.<br />

Officer selecti<strong>on</strong>s might be screened further, especially at the general<br />

officer level, which in accordance <str<strong>on</strong>g>with</str<strong>on</strong>g> the law, must be c<strong>on</strong>firmed by the<br />

U.S. Senate. And by the way, the Senate is not a rubber stamp and has<br />

blocked promoti<strong>on</strong>s for various reas<strong>on</strong>s, as has the Secretary of Defense.<br />

For example, the Senate refused to c<strong>on</strong>firm the promoti<strong>on</strong> of a naval officer<br />

from commander to captain because he was seen at a “strip show” performed<br />

during the Tailgate scandal in Las Vegas some years ago. The<br />

Secretary of Defense refused to promote an Air Force brigadier general to<br />

major general who he deemed to have failed to have taken sufficient<br />

acti<strong>on</strong>s to protect U.S. pers<strong>on</strong>nel when terrorists blew up the Khobar<br />

Towers in Saudi Arabia in 1996.<br />

Of course, the system is not perfect, and mistakes are sometimes made,<br />

both in promoti<strong>on</strong> and n<strong>on</strong>-promoti<strong>on</strong>, but you can see that everything<br />

possible is d<strong>on</strong>e to try and ensure fairness, and it is easy to see why<br />

<str<strong>on</strong>g>Drucker</str<strong>on</strong>g> liked it.

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