October 28, 2025 • 21 mins
Host: LTC Brian Hancock
Guests: COL Delmayca “Didi” Kramer & LTC Liz Martinez
Duration: ~45 minutes
Produced by: Civil Affairs Association
Rated Top 10 Foreign Policy Podcast by Feedspot
https://podcast.feedspot.com/foreign_policy_podcasts
In this episode, LTC Brian Hancock sits down with COL Delmayca Kramer and LTC Liz Martinez to explore the evolving landscape of promotion boards and the innovative Talent Management Board initiative at USACAPOC(A).
From merit-based advancement to mentorship pipelines, the conversation dives deep into how the Army is adapting its personnel strategy to recognize and elevate top performers. COL Kramer shares her philosophy on excellence, while LTC Martinez discusses structural shifts and opportunities for Civil Affairs Soldiers in emerging formations like the Theater Information Advantage Detachments (TIADs).
Whether you're a junior officer, senior leader, or career manager, this episode offers practical insights into how talent is identified, nurtured, and positioned for strategic impact.
If you're a Lieutenant Colonel interested in participating in the USACAPOC(A) Talent Management Board, please email your Baseball Card (BBC) using the following format:
Subject Line Naming Convention:
Last Name, First Name, Middle Initial., Rank, Primary Branch/AOC
(e.g., POWELL, MAC K., COL CA)
Include the following POCs on your email:
- CPT Rickardo Howell: rickardo.l.howell.mil@army.mil
- LTC Alishia Griffin: alishia.n.griffin.mil@army.mil
- Hope Norton (CIV): hope.m.norton.civ@army.mil
Late submissions may still be accepted through mid-September. The board convenes at the end of October.
-To contact the show: CApodcasting@gmail.com
---
Feedspot, the podcast industry ranking system, rated One CA Podcast as one of the top 10 shows on foreign policy. Check it out at:
https://podcast.feedspot.com/foreign_policy_podcasts/
---
Special Thanks to artist Shivaree for the song "Good Night Moon" from the album "I oughtta Give You a Shot in the Head."
#MilitaryLeadership #ArmyTalentManagement #CivilAffairs #USACAPOC #LeadershipDevelopment #PromotionBoard #TalentBoard #MilitaryPodcast #DefenseInnovation #PeopleFirst #StrategicLeadership #NewPodcastAlert #PodcastForChange #VeteranVoices #MilitaryCareers #ArmyStrong #ProfessionalMilitaryEducation #PodcastHost #MilitaryMentorship #OperationalExcellence
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:04):
Welcome to One Civil Affairs Podcast.
I'm Lieutenant Colonel Brian Hancock, and I will be your host
for this session. Today we have with us Colonel
Damasia Kramer and Lieutenant Colonel Liz Martinez to discuss
best practices and personnel management innovation at the
United States Army Civil Affairsand Psychological Operations
Command, Airborne and service opportunities for information
(00:25):
warriors. Colonel Kramer, Lieutenant
Colonel Martinez, welcome to theshow.
Thank you. Thank you.
Domicia M Kramer, native of Waynesboro, GA, currently serves
as the assistant chief of staff,G1 for the United States Army
Civil Affairs and Psychological Operations Command, Airborne at
Fort Bragg, NC Lieutenant Colonel Liz Martinez was born
(00:48):
and raised in Carolina, Puerto Rico and received her Commission
in the Agent General Corps and then transferred to Civil
Affairs in 2014 and currently serves as the Chief of Staff,
Action Officer for use of K POC A at Fort Bragg, NC.
Thank you both very much for agreeing to come on.
(01:08):
A quick disclaimer before we begin, all remarks are solely
those of the presenters and do not necessarily represent the
views of the United States Army or the Department of Defense.
So I will start with you, Colonel Kramer.
Let's talk about one of our favorite topics in personnel
management within the military, which is military boards.
(01:31):
Of course, our military promotion boards kind of the
grooming and the shaping of the force.
Some are promoted an average or median schedule at zone, some
ahead of schedule theoretically because demonstrated exceptional
potential and capability. And then some folks who perhaps
are more focused on their civilian career or wagon behind
(01:53):
a little bit or the needs of theArmy.
Of course, there may not be any spots might be promoted above
the zone. Now USAR has been I think very
helpful in giving us a lot of guidance on the things that we
need to do and have a chance of promotion based on the needs of
the Army at the primary zone. What many of us are struggling
with is trying to get good information on what makes
(02:18):
someone competitive in a below the zone.
You know that top maybe 5% that get a chance to promote below
the zone. Ronald Cramer, you've been in
the business a long time. Do you have any insight on any
trends or things individuals cando to possibly being picked up
(02:39):
below the zone? I have a philosophy and it has
worked for me in the total of myon the career and I know that
this army is designed under a competitive type.
System. And rightly so, because you just
don't want anybody leading soldiers.
Right. Absolutely.
It's a sacred trust. Absolutely, because it is a
(03:01):
ministry of trust, if you will, and we don't want to repose this
trust to an individual whose character literally will not
carry him or her through to task.
And so I personally think that an individual's focus should be
on learning their craft and doing their job extremely well
(03:23):
and allowing their work to speakfor them.
Literally in everything an individual does that they put
their hands to do it in a spiritof excellence without having the
need to be recognized for every single thing that you do not
have the need to be the one to take the credit.
(03:44):
No, for something because I justbelieve that what is intended
for you is intended for you. I will tell you, I am a Colonel
in the United States Army. I did my PME.
However, I've only commanded at the company level.
I have never deployed. But you're still a Colonel.
(04:05):
I volunteered to deploy on a number of occasions, but I was
never selected. But when I got the revelation
that all I have to do is show up, represent this Army well,
and due to the best of my ability, what the Army has
required of me and what they payme to do, I have not honestly
(04:28):
missed a beat. Except for this job that I have
today here in UC Capon, every other job that I've had in the
Army as a Compo 3 soldier, somebody asked me to come and
work for them. And so for me, that's how it has
played out. So I think when we allow our
focus to become a chasing after a thing, that thing really
(04:53):
becomes a priority and not necessarily what it is that the
Army has entrusted me to do. So I always say keep your eyes
on the prize. The prize is what the Army has
entrusted to your job because nobody can bring to the table
the gifts and talent that an individual brings.
Their youths and talents solely and wholly belong to them.
Lieutenant Colonel Martinez. So I believe that with these new
(05:17):
R struck the user cable mobilization requirements and
they're up tempo are going to actually increase because of the
demand on Compo 1 mission support.
So that's why we got to make sure we have the right people in
the right positions to. Support all these.
Requirements and then also some of the friction points with that
(05:40):
first CB. They have served the validation
unit for 1st Army User and Force.
Call. Right, and also as a push force
for deployments. Yes, and now with that big
change it has. Created.
A lot of questions in terms of who's going to support those
(06:02):
validation requirements. So.
The good news is that here at the headquarters, the G357, they
are coming up with different courses of action of how 35-O
and UC Cape headquarters are going to support this new way
ahead. That makes sense to me and I
(06:22):
think some of the cuts and modifications there were
probably to follow the administration's policy for
emphasis out to Indo Paycom and user pack.
My initial read of that, some ofthe things that are being
reorganized there. And I also think that they're
attempting to make room for someof the new formations they're
(06:43):
standing up now. One of those new formations is
the theater information advantage attachment or TIAD,
which is the action arm of a theater information advantage
element by the original O and OIthink they're just kind of
calling both of those together, the TIAD at this point in common
parlance. But this TIAD is cross section
(07:06):
of a variety of information forces as well as other
information related capabilities.
And the goal at HQDA was to staff these billets with Kappa
one with our active duty soldiers, which are more easily
pushed forward. And this is supposed to be a
forward positioned force closer to the fight tied into the plans
(07:30):
and operations and understandingthe environment where the
conducting influence and other operations.
The reality. However, when you look at the
hard numbers, though, they're requesting for these tie ad
formations, low density, high demand, MO s s there's only so
many of those and compa one has many missions that they have to
do with a very finite pool capped by Congress of folks in
(07:53):
these various positions. Historically, what we've often
seen here is when Kampa 1 is unable to meet a persistent
demand and their other mission set, a part of that is turned
over to the garden Kampa 2 or the Army Reserve in Kampa 3 to
be able to sustain those formations.
(08:13):
And these these are planned to be long term formations that are
are Co come aligned based upon what you see materializing for
the TIAD. Do you see this might be an
opportunity for user CAPOC soldiers to potentially serve in
a tie in? Yeah.
So I believe this is going to bea good opportunity for user
CAPOC to support this capability.
(08:36):
But there is a lot of questions in terms of the employment of
this capability and how you say CAPOC and support this.
So I believe that you say CAPOC leaders are trying to understand
what is the concept and finding the Ways and Means on how K pop
can actually support this capability in the future?
(08:58):
That makes sense. Between what's happening in the
R struck and the standing up of the TIAD, I'm guessing that Tour
of Duty website is going to be on fire here the next few years
with a lot of people that go various places and take a DOS
tours and things like that. So we'll see how it shapes out,
but I think you may be on to something there.
(09:19):
I'd like to return back to you, Colonel Kramer.
In your 22 years in personnel management, working in a wide
variety of positions at many different exelons, you've seen
different systems, both electronic on paper for trying
to capture the value of the human capital that the
(09:40):
organization you've worked in. In the modern workplace, folks
bounce around positioned very frequently.
They're often only added a company for about 3 years, I
think is the average, and they move on to another thing rather
than staying with the same company for their entire
careers. And the requirements to be
marketable have expanded over what you might traditionally
(10:03):
think. Employers these days are looking
for things like what intellectual property have you
produced? Are you known in peer reviewed
publications? What is the strength of your
professional network which can be leveraged to deliver results?
What other experience did you have outside of just your
primary MOS and additional education?
(10:25):
Some of these factors are not easily reflected in board files
that we were talking about. If you have the ability to
modify some of our existing systems, what might you do to
more comprehensively capture what our skill rich reserve
(10:45):
soldiers are able to bring to the total army?
I think for Army Reserve Soldiers, because even those of
us that are in the AGR program at some point may have been a
traditional Army Reserve Soldier, they had a second
career. I mentioned earlier that I
worked for the BA and HR this hour.
(11:06):
LA has served me well because the civilian Human Resource
office falls under me and the G1, who I think that I would see
how we could build into that current system a mechanism by
which we could actually capture those knowledge, skills and
behaviors so that the board member, although they only have
(11:29):
just a handful of minutes to look at a board file, but would
be able to get a better understanding of this person
holistically. And I think that's one of the
ways that I think that we can dothat.
Again, based on the time, someone necessarily doesn't have
the time to read an addendum. So I think by making data fields
(11:52):
for that specific information for Army Reserve soldiers could
be very beneficial for the board, understanding that this
individual has some depth to him.
Like we do with pulleys, we'd come up with quick score for a
variety of things that someone could very quickly look at.
And then, you know, that's what Kahneman did.
It wasn't any single factor. It was a lot of factors with his
(12:13):
system. They were able to consider many
more data points than the human folks had at the board to
review. I think that was one of the
differences there. But certainly, I suspect a lot
of War College papers have been published on what we could do to
strengthen and modernize some ofour promotion and board
practices. In my 19 years, I've seen it
steadily get better. So I'm excited to see what's
(12:34):
going to happen in the future. Now, I understand use of K POC
is actually doing something somewhat innovative itself.
They're going to be holding Talent Management board at the
end of October. What is the talent Management
Board and what's the excitement about?
So the Talent Management Board is initiative of the commanding
general and her idea, it literally is too sure that we
(12:59):
have the right individuals and the right locations to move the
civil affairs and psychological operations enterprise forward.
And also to recognize those up and coming individuals who have
the potential to be those individuals that serve in those
(13:22):
key developmental positions to be able to assist the CA and the
IO and the PA career field and moving forward.
And literally being able to demonstrate the value that those
skill sets bring to the total Army fight.
And So what happens is we solicit every Lieutenant Colonel
(13:44):
to provide, call it a baseball card, which is similar to an
STPORB combined. And I tell you we literally look
through every single soldiers file.
And we do have a system on that we use to make a determination
of how we look at them. And what we have is there's a
combined review slash discussionthat occurs between the PAIO and
(14:10):
CA general officers and O Sixes with regard to the major
promotables and the Lieutenant car.
And what this is designed to do is make known those individuals
that have the potential and those that are really top
performers to highlight them andassign them to serve as mentors
(14:35):
in a way, are coaches to help them as they walk along their
military career to ensure that they really develop into all
that they can't be. That's amazing, the grooming and
mentoring that you're talking about.
I understand that once you hit O6 in the reserve, you get a
(14:57):
career manager who does a littlebit more than your career
managers before that of course are always available to you, but
the focus has often been gettingfolks in the PME and things of
that nature. I understand that once you hit O
6, you have somebody who spends a little bit more time with you,
like a traditional monitor to help you better choose
assignments to achieve your goals and move your career
(15:18):
forward while looking to the needs of the Army.
How is what you're describing kind of different than that type
of monitor process that you get once you promote to O6?
One of the first things that I have to tell individuals is the
talent management Board is a local board, no bearing on any
Secretariat level board. There is no influence and I
(15:40):
don't think that would necessarily be fair to the
population. Written large, though, again, it
is just a local board for the general officers and the senior
leaders, the civil affairs, psychological operation and
information field, the individuals in that field to
really look out and recognize individuals who have the
(16:01):
potential to be in their place 10-15 years down the road.
And also an opportunity to look at an individual who may be
struggling and come up with wayson how you can help that
individual go from where they are to the place that the Army
really needs them to be. So it's an opportunity to look
(16:21):
at everybody and see how can we,as the senior leaders and these
three career fields, lend our knowledge, skills, abilities and
experience to easing up the nextgeneration of CAPO and IO
leaders. And this board does just that.
This sounds fantastic. I was very excited when I filled
(16:42):
out the baseball card that the command provided and I sent mine
in. For those who haven't sent their
materials in, what is the deadline for the upcoming Talent
Management Board? Is it too late for them to send
anything in? If it is not, we'll make sure we
have in the show notes either a link or an e-mail address that
they can reach out to submit their BBC.
(17:04):
The deadline was 31 August. However, the Talent Management
board itself isn't until the endof October.
And the way we have our system set up to capture the incoming
information is if someone like today for for instance, I
received I think like 4 full baseball cards.
So we're not going to turn anybody away.
(17:26):
I would probably say mid-september would probably be
the drop dead. Just to get things collated,
yeah. Yes.
And I think individuals should also know that in addition to
the baseball card, we do have the ORB slash STP and we have
(17:46):
individuals from OCAR, HRC and SLDOARCG.
And this year we're also having GOMO come down by file reviews
for the O 60s and answer questions that they may have.
But we have these other agencieswho also work with these
(18:07):
soldiers as their career managers daily, if you will, to
also bring in some assessments about the individual.
So there's someone that really needs help getting to those
milestones. We are not out.
And we have someone dedicated tomake sure that that individual
has the help that he or she needs to be the best officer
(18:28):
that the Army needs them to be. What a great opportunity.
I suspect it's going to go well.And if it does, is there any
thought about maybe expanding itto say E7 E eights, maybe O3O
fours? So interesting that you asked
that question because 2 days agoI met with CSM Conklin and I
(18:50):
asked him if he was interested in having something similar for
the enlisted soldiers and he said it definitely would be
something that he would be interested in entertaining.
So potentially we could see something similar for our
enlisted soldiers here in the very near future.
(19:11):
And I think there's a lot of value, especially with our 38G
program. We have some real gems of folks
who are like disaster managers for entire States, and they
happen to be an E7 or an E8, butif they wanted to give the 38G
program, there are no brainer tohop to O3 under that
commissioning program. And by managing our talent
(19:32):
actively rather than passively, General Carter achieved those
goals that she's set out for thecommand to.
So I'm really excited about this.
Thank you so much for talking tome about it.
We're hitting our time limit here.
I could keep going. It's been such a pleasant
conversation. But I'll just ask each of you,
(19:54):
Colonel Martinez and Colonel Kramer, do you have anything
else that you'd like to put out to the community?
We will be sure and in the show notes have the address folks can
reach out to for the talent management.
No, I don't have anything as I think you've done a great job in
capturing the things that they really need to hone in on and be
(20:15):
mindful of in terms of them military career.
Thank you for this wonderful opportunity to be able to
address your audience and if there's anything that they may
have need of my team can assist them with, we are more than
happy to lend that helping hand to them.
Thank you so much, ma'am. It's really been a pleasure.
(20:35):
I'll leave the last words to you, Colonel Martinez.
Anything for the good of the body.
Thank you for the opportunity for everyone that is listening.
Today's a podcast. EC Kpock has a lot of
opportunities, so if you guys are interested, just feel free
to join us. And that's all.
Thank you so much. That's it.
(20:56):
Thanks for listening. If you get a chance, please like
and subscribe and rate the show on your favorite podcast
platform. Also, if you're interested in
coming on the show or hosting anepisode, e-mail us at
ca.podcasting@gmail.com. I'll have the e-mail and CA
Association website in the show notes.
And now, most importantly, to those currently out in the field
(21:18):
working with a partner nation's people or leadership to forward
US relations, thank you all for what you're doing.
This is Jack, your host. Stay tuned for more great
episodes one CA podcast.
Welcome to One Civil Affairs Podcast.
I'm Lieutenant Colonel Brian Hancock, and I will be your host
for this session. Today we have with us Colonel
Damasia Kramer and Lieutenant Colonel Liz Martinez to discuss
best practices and personnel management innovation at the
United States Army Civil Affairsand Psychological Operations
Command, Airborne and service opportunities for information
(00:25):
warriors. Colonel Kramer, Lieutenant
Colonel Martinez, welcome to theshow.
Thank you. Thank you.
Domicia M Kramer, native of Waynesboro, GA, currently serves
as the assistant chief of staff,G1 for the United States Army
Civil Affairs and Psychological Operations Command, Airborne at
Fort Bragg, NC Lieutenant Colonel Liz Martinez was born
(00:48):
and raised in Carolina, Puerto Rico and received her Commission
in the Agent General Corps and then transferred to Civil
Affairs in 2014 and currently serves as the Chief of Staff,
Action Officer for use of K POC A at Fort Bragg, NC.
Thank you both very much for agreeing to come on.
(01:08):
A quick disclaimer before we begin, all remarks are solely
those of the presenters and do not necessarily represent the
views of the United States Army or the Department of Defense.
So I will start with you, Colonel Kramer.
Let's talk about one of our favorite topics in personnel
management within the military, which is military boards.
(01:31):
Of course, our military promotion boards kind of the
grooming and the shaping of the force.
Some are promoted an average or median schedule at zone, some
ahead of schedule theoretically because demonstrated exceptional
potential and capability. And then some folks who perhaps
are more focused on their civilian career or wagon behind
(01:53):
a little bit or the needs of theArmy.
Of course, there may not be any spots might be promoted above
the zone. Now USAR has been I think very
helpful in giving us a lot of guidance on the things that we
need to do and have a chance of promotion based on the needs of
the Army at the primary zone. What many of us are struggling
with is trying to get good information on what makes
(02:18):
someone competitive in a below the zone.
You know that top maybe 5% that get a chance to promote below
the zone. Ronald Cramer, you've been in
the business a long time. Do you have any insight on any
trends or things individuals cando to possibly being picked up
(02:39):
below the zone? I have a philosophy and it has
worked for me in the total of myon the career and I know that
this army is designed under a competitive type.
System. And rightly so, because you just
don't want anybody leading soldiers.
Right. Absolutely.
It's a sacred trust. Absolutely, because it is a
(03:01):
ministry of trust, if you will, and we don't want to repose this
trust to an individual whose character literally will not
carry him or her through to task.
And so I personally think that an individual's focus should be
on learning their craft and doing their job extremely well
(03:23):
and allowing their work to speakfor them.
Literally in everything an individual does that they put
their hands to do it in a spiritof excellence without having the
need to be recognized for every single thing that you do not
have the need to be the one to take the credit.
(03:44):
No, for something because I justbelieve that what is intended
for you is intended for you. I will tell you, I am a Colonel
in the United States Army. I did my PME.
However, I've only commanded at the company level.
I have never deployed. But you're still a Colonel.
(04:05):
I volunteered to deploy on a number of occasions, but I was
never selected. But when I got the revelation
that all I have to do is show up, represent this Army well,
and due to the best of my ability, what the Army has
required of me and what they payme to do, I have not honestly
(04:28):
missed a beat. Except for this job that I have
today here in UC Capon, every other job that I've had in the
Army as a Compo 3 soldier, somebody asked me to come and
work for them. And so for me, that's how it has
played out. So I think when we allow our
focus to become a chasing after a thing, that thing really
(04:53):
becomes a priority and not necessarily what it is that the
Army has entrusted me to do. So I always say keep your eyes
on the prize. The prize is what the Army has
entrusted to your job because nobody can bring to the table
the gifts and talent that an individual brings.
Their youths and talents solely and wholly belong to them.
Lieutenant Colonel Martinez. So I believe that with these new
(05:17):
R struck the user cable mobilization requirements and
they're up tempo are going to actually increase because of the
demand on Compo 1 mission support.
So that's why we got to make sure we have the right people in
the right positions to. Support all these.
Requirements and then also some of the friction points with that
(05:40):
first CB. They have served the validation
unit for 1st Army User and Force.
Call. Right, and also as a push force
for deployments. Yes, and now with that big
change it has. Created.
A lot of questions in terms of who's going to support those
(06:02):
validation requirements. So.
The good news is that here at the headquarters, the G357, they
are coming up with different courses of action of how 35-O
and UC Cape headquarters are going to support this new way
ahead. That makes sense to me and I
(06:22):
think some of the cuts and modifications there were
probably to follow the administration's policy for
emphasis out to Indo Paycom and user pack.
My initial read of that, some ofthe things that are being
reorganized there. And I also think that they're
attempting to make room for someof the new formations they're
(06:43):
standing up now. One of those new formations is
the theater information advantage attachment or TIAD,
which is the action arm of a theater information advantage
element by the original O and OIthink they're just kind of
calling both of those together, the TIAD at this point in common
parlance. But this TIAD is cross section
(07:06):
of a variety of information forces as well as other
information related capabilities.
And the goal at HQDA was to staff these billets with Kappa
one with our active duty soldiers, which are more easily
pushed forward. And this is supposed to be a
forward positioned force closer to the fight tied into the plans
(07:30):
and operations and understandingthe environment where the
conducting influence and other operations.
The reality. However, when you look at the
hard numbers, though, they're requesting for these tie ad
formations, low density, high demand, MO s s there's only so
many of those and compa one has many missions that they have to
do with a very finite pool capped by Congress of folks in
(07:53):
these various positions. Historically, what we've often
seen here is when Kampa 1 is unable to meet a persistent
demand and their other mission set, a part of that is turned
over to the garden Kampa 2 or the Army Reserve in Kampa 3 to
be able to sustain those formations.
(08:13):
And these these are planned to be long term formations that are
are Co come aligned based upon what you see materializing for
the TIAD. Do you see this might be an
opportunity for user CAPOC soldiers to potentially serve in
a tie in? Yeah.
So I believe this is going to bea good opportunity for user
CAPOC to support this capability.
(08:36):
But there is a lot of questions in terms of the employment of
this capability and how you say CAPOC and support this.
So I believe that you say CAPOC leaders are trying to understand
what is the concept and finding the Ways and Means on how K pop
can actually support this capability in the future?
(08:58):
That makes sense. Between what's happening in the
R struck and the standing up of the TIAD, I'm guessing that Tour
of Duty website is going to be on fire here the next few years
with a lot of people that go various places and take a DOS
tours and things like that. So we'll see how it shapes out,
but I think you may be on to something there.
(09:19):
I'd like to return back to you, Colonel Kramer.
In your 22 years in personnel management, working in a wide
variety of positions at many different exelons, you've seen
different systems, both electronic on paper for trying
to capture the value of the human capital that the
(09:40):
organization you've worked in. In the modern workplace, folks
bounce around positioned very frequently.
They're often only added a company for about 3 years, I
think is the average, and they move on to another thing rather
than staying with the same company for their entire
careers. And the requirements to be
marketable have expanded over what you might traditionally
(10:03):
think. Employers these days are looking
for things like what intellectual property have you
produced? Are you known in peer reviewed
publications? What is the strength of your
professional network which can be leveraged to deliver results?
What other experience did you have outside of just your
primary MOS and additional education?
(10:25):
Some of these factors are not easily reflected in board files
that we were talking about. If you have the ability to
modify some of our existing systems, what might you do to
more comprehensively capture what our skill rich reserve
(10:45):
soldiers are able to bring to the total army?
I think for Army Reserve Soldiers, because even those of
us that are in the AGR program at some point may have been a
traditional Army Reserve Soldier, they had a second
career. I mentioned earlier that I
worked for the BA and HR this hour.
(11:06):
LA has served me well because the civilian Human Resource
office falls under me and the G1, who I think that I would see
how we could build into that current system a mechanism by
which we could actually capture those knowledge, skills and
behaviors so that the board member, although they only have
(11:29):
just a handful of minutes to look at a board file, but would
be able to get a better understanding of this person
holistically. And I think that's one of the
ways that I think that we can dothat.
Again, based on the time, someone necessarily doesn't have
the time to read an addendum. So I think by making data fields
(11:52):
for that specific information for Army Reserve soldiers could
be very beneficial for the board, understanding that this
individual has some depth to him.
Like we do with pulleys, we'd come up with quick score for a
variety of things that someone could very quickly look at.
And then, you know, that's what Kahneman did.
It wasn't any single factor. It was a lot of factors with his
(12:13):
system. They were able to consider many
more data points than the human folks had at the board to
review. I think that was one of the
differences there. But certainly, I suspect a lot
of War College papers have been published on what we could do to
strengthen and modernize some ofour promotion and board
practices. In my 19 years, I've seen it
steadily get better. So I'm excited to see what's
(12:34):
going to happen in the future. Now, I understand use of K POC
is actually doing something somewhat innovative itself.
They're going to be holding Talent Management board at the
end of October. What is the talent Management
Board and what's the excitement about?
So the Talent Management Board is initiative of the commanding
general and her idea, it literally is too sure that we
(12:59):
have the right individuals and the right locations to move the
civil affairs and psychological operations enterprise forward.
And also to recognize those up and coming individuals who have
the potential to be those individuals that serve in those
(13:22):
key developmental positions to be able to assist the CA and the
IO and the PA career field and moving forward.
And literally being able to demonstrate the value that those
skill sets bring to the total Army fight.
And So what happens is we solicit every Lieutenant Colonel
(13:44):
to provide, call it a baseball card, which is similar to an
STPORB combined. And I tell you we literally look
through every single soldiers file.
And we do have a system on that we use to make a determination
of how we look at them. And what we have is there's a
combined review slash discussionthat occurs between the PAIO and
(14:10):
CA general officers and O Sixes with regard to the major
promotables and the Lieutenant car.
And what this is designed to do is make known those individuals
that have the potential and those that are really top
performers to highlight them andassign them to serve as mentors
(14:35):
in a way, are coaches to help them as they walk along their
military career to ensure that they really develop into all
that they can't be. That's amazing, the grooming and
mentoring that you're talking about.
I understand that once you hit O6 in the reserve, you get a
(14:57):
career manager who does a littlebit more than your career
managers before that of course are always available to you, but
the focus has often been gettingfolks in the PME and things of
that nature. I understand that once you hit O
6, you have somebody who spends a little bit more time with you,
like a traditional monitor to help you better choose
assignments to achieve your goals and move your career
(15:18):
forward while looking to the needs of the Army.
How is what you're describing kind of different than that type
of monitor process that you get once you promote to O6?
One of the first things that I have to tell individuals is the
talent management Board is a local board, no bearing on any
Secretariat level board. There is no influence and I
(15:40):
don't think that would necessarily be fair to the
population. Written large, though, again, it
is just a local board for the general officers and the senior
leaders, the civil affairs, psychological operation and
information field, the individuals in that field to
really look out and recognize individuals who have the
(16:01):
potential to be in their place 10-15 years down the road.
And also an opportunity to look at an individual who may be
struggling and come up with wayson how you can help that
individual go from where they are to the place that the Army
really needs them to be. So it's an opportunity to look
(16:21):
at everybody and see how can we,as the senior leaders and these
three career fields, lend our knowledge, skills, abilities and
experience to easing up the nextgeneration of CAPO and IO
leaders. And this board does just that.
This sounds fantastic. I was very excited when I filled
(16:42):
out the baseball card that the command provided and I sent mine
in. For those who haven't sent their
materials in, what is the deadline for the upcoming Talent
Management Board? Is it too late for them to send
anything in? If it is not, we'll make sure we
have in the show notes either a link or an e-mail address that
they can reach out to submit their BBC.
(17:04):
The deadline was 31 August. However, the Talent Management
board itself isn't until the endof October.
And the way we have our system set up to capture the incoming
information is if someone like today for for instance, I
received I think like 4 full baseball cards.
So we're not going to turn anybody away.
(17:26):
I would probably say mid-september would probably be
the drop dead. Just to get things collated,
yeah. Yes.
And I think individuals should also know that in addition to
the baseball card, we do have the ORB slash STP and we have
(17:46):
individuals from OCAR, HRC and SLDOARCG.
And this year we're also having GOMO come down by file reviews
for the O 60s and answer questions that they may have.
But we have these other agencieswho also work with these
(18:07):
soldiers as their career managers daily, if you will, to
also bring in some assessments about the individual.
So there's someone that really needs help getting to those
milestones. We are not out.
And we have someone dedicated tomake sure that that individual
has the help that he or she needs to be the best officer
(18:28):
that the Army needs them to be. What a great opportunity.
I suspect it's going to go well.And if it does, is there any
thought about maybe expanding itto say E7 E eights, maybe O3O
fours? So interesting that you asked
that question because 2 days agoI met with CSM Conklin and I
(18:50):
asked him if he was interested in having something similar for
the enlisted soldiers and he said it definitely would be
something that he would be interested in entertaining.
So potentially we could see something similar for our
enlisted soldiers here in the very near future.
(19:11):
And I think there's a lot of value, especially with our 38G
program. We have some real gems of folks
who are like disaster managers for entire States, and they
happen to be an E7 or an E8, butif they wanted to give the 38G
program, there are no brainer tohop to O3 under that
commissioning program. And by managing our talent
(19:32):
actively rather than passively, General Carter achieved those
goals that she's set out for thecommand to.
So I'm really excited about this.
Thank you so much for talking tome about it.
We're hitting our time limit here.
I could keep going. It's been such a pleasant
conversation. But I'll just ask each of you,
(19:54):
Colonel Martinez and Colonel Kramer, do you have anything
else that you'd like to put out to the community?
We will be sure and in the show notes have the address folks can
reach out to for the talent management.
No, I don't have anything as I think you've done a great job in
capturing the things that they really need to hone in on and be
(20:15):
mindful of in terms of them military career.
Thank you for this wonderful opportunity to be able to
address your audience and if there's anything that they may
have need of my team can assist them with, we are more than
happy to lend that helping hand to them.
Thank you so much, ma'am. It's really been a pleasure.
(20:35):
I'll leave the last words to you, Colonel Martinez.
Anything for the good of the body.
Thank you for the opportunity for everyone that is listening.
Today's a podcast. EC Kpock has a lot of
opportunities, so if you guys are interested, just feel free
to join us. And that's all.
Thank you so much. That's it.
(20:56):
Thanks for listening. If you get a chance, please like
and subscribe and rate the show on your favorite podcast
platform. Also, if you're interested in
coming on the show or hosting anepisode, e-mail us at
ca.podcasting@gmail.com. I'll have the e-mail and CA
Association website in the show notes.
And now, most importantly, to those currently out in the field
(21:18):
working with a partner nation's people or leadership to forward
US relations, thank you all for what you're doing.
This is Jack, your host. Stay tuned for more great
episodes one CA podcast.
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