(U.S. Marine Corps/Sgt. Sarah Anderson)

What can we do to counter the negative effects of ambitious promotion seeking? I offer the following:

  1. Don't look at your evaluation
  2. Speak truth to power
  3. Strive for impact, not promotion

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By John Bolton

Among the islands of Micronesia, a strange phenomenon occurred after the first Westerners arrived. Not understanding how industrialization had created ships, guns, and cannons, the islanders assumed a strikingly similar response: presuming magic had given the whites "Cargo." Soon, emergent "Cargo Cults" preached a forthcoming doctrine of abundance, believing that if they built the artifices of "Cargo" such as wooden docks, bamboo roads, and dirt airfields, the goods would return.

If at first inclined to scoff at stone-age ignorance, we should consider that the Army's implementation of Mission Command follows a similar pattern. The natives mistook the artifacts of "Cargo" from supporting its factors, processes, and systems just as the U.S. Army is mistaking mission orders and disciplined initiative as the tools of Mission Command rather than a changed Culture.

Consequently, Cargo Cultists provide an example of how not to implement change — one the Army should consider as it struggles to make Mission Command a reality.

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"So what?"

"Huh?"

"So WHAT? Your experience. So what?"

I'd just given my friend a copy of my resume to read. "So what?" wasn't the reaction I'd been hoping for, but he was absolutely right.

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The British Army has an interesting take on what makes a good advisor to foreign forces.

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On November 19th, 2018, the Commerce Department announced it was considering new export controls on advanced technology. The proposed list was a litany that included artificial Intelligence, semi-conductors and swarming drones. While not mentioned by name, the target of the restrictions was China, who has made a concerted effort to develop or steal these technologies around the world.

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