WORKFORCE
LEADERS IN THE MAKING
Beyerl, an advocate of talent management, has led by example throughout his career. He and about 30 captains got an introduction to leadership at a strategic, or enterprise, level in the summer of 2013, graduating from the Strategic Studies Fellows Program of the University of North Carolina at Chapel Hill’s Institute for Defense and Business. (U.S. Army photo)
deduce the underlying indicators of success,” he explained. “In reality, though, any successful training or personnel initiative is supported by hard data, and that allows us to put senior leader intent into action.” He believes the Army’s senior leaders are look- ing for speed and innovation, and he understands that sometimes things don’t go according to plan—but that’s just part of the process.
“Innovation requires failure,” he said. If the Army is going to be truly innovative, it must also be able to accept failure as an occasional result, but that can be difficult. “People like [billion- aire inventor] Elon Musk can just give up on projects that don’t work, but the Army can’t do that,” he said. Because of time and resources invested, “there can be institutional friction with admit- ting that an idea didn’t work.” In other words, no one wants to give bad news to their boss, so they may try to make it work anyway. “Everyone wants to help Soldiers,” he said. “Te whole team.” But becoming more innovative will require the Army to be more accepting of failure in certain circumstances, Beyerl said.
Te most important lesson he has learned in his career is that inno- vation can come from unexpected places. “It’s really impressive how innovative our Soldiers can be if we foster an environment where their ideas are welcomed,” he said. In fact, some of the
most successful projects he has worked on have come from good ideas generated at the tactical level. During a three-year assign- ment at the Army’s Asymmetric Warfare Group (AWG), he said he would often see young Soldiers come up with unique solutions to problems. “Tey would quickly develop nonstandard ways to use their equipment to solve emerging challenges.” He served as a test and evaluation officer at AWG before taking over as chief of concepts. It was “my most valuable career-broadening expe- rience,” he said. He and his team worked to identify challenges, quickly prototype solutions and then determine their effective- ness in various environments. Te experience was rewarding for Beyerl, and introduced him to a whole host of Army stakehold- ers, operational partners and dedicated Soldiers and civilians.
At this point in his career, he knows a bit about finding his professional niche, and he shares that lesson with others. “Te best advice I have for young acquisition officers and civilians is to follow your passion across different career fields,” he said. “Tere are so many opportunities to excel in this workforce, that many different paths can lead you to a successful and rewarding career.” Tere is no single road map to success, he said. Follow your passion and you will find the right path.
—ELLEN SUMMEY
https://asc.ar my.mil
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