By Joe Byerly
Over the past several years, the Command Assessment Program (CAP) has been met with a mix of open arms and concern. I went through the program in 2020 and vividly remember hearing from frustrated leaders who felt blindsided. They had spent over 16 years following what they thought was a clear set of rules to become battalion commanders, only to face a new standard introduced at what felt like the 11th hour with the implementation of the CAP pilot program.
At its core, CAP is designed to assess, identify, and select the most qualified leaders for key positions. However, its impact reaches far beyond selection. CAP is driving self-development and leader development across the force.
As the Secretary of the Army shared in our recent interview:
“The attributes CAP measures are developed over the course of an Army career, not in the last six months before assessment. Leaders need to focus on self-awareness, communication skills, and professional growth throughout their careers to be ready for CAP.”
Now that CAP is an official program of record with greater transparency that includes published weighting criteria (see below), both NCOs and officers have a clearer understanding of the skills they need to cultivate outside of their warfighting expertise—skills that, I would argue, are critical enablers of effective warfighting.
The recently published directive includes a comprehensive evaluation framework designed to identify well-rounded leaders by weighting various critical attributes. For COL and SGM assessments, the weighting is evenly split between the Job Performance Panel Score and the Command Assessment Program Score, each accounting for 50%. At the event level, physical fitness, written and verbal communication, strategic potential, and leadership strengths are equally valued at 10% each, emphasizing the importance of a balanced skill set.
For LTC, the evaluation prioritizes the Command Assessment Program Score more heavily at 60%, with the Job Performance Panel Score at 40%. Event-specific weights vary slightly, with written and verbal communication weighted at 10% and 15%, respectively, and physical fitness, strategic potential, and leadership strengths making up the remainder. These distinctions highlight the Army’s intent to prioritize leadership potential alongside operational readiness, reinforcing the need for leaders to cultivate a broad range of skills beyond traditional warfighting expertise.
The ability to communicate effectively, both verbally and in writing, is an essential leadership skill that is often overlooked in the operational force. Early in my career, I received some of the best leadership advice I’ve ever heard: “If a leader can’t communicate their vision, then it’s a hallucination.”
I had the privilege of working with some amazing senior military leaders I worked with at Joint Special Operations Command and the 82nd Airborne Division who understood the power of effective communication. They were exceptional communicators, and this skill enabled them to shape organizational culture, secure vital resources, and clearly articulate challenges to their superiors.
What set these leaders apart was not a last-minute effort to improve their communication skills. Their ability to convey ideas effectively was the result of years of deliberate practice and continuous development. They understood that communication is not just a “nice-to-have” skill, it’s a fundamental tool that every leader must possess to be effective.
Another crucial skill that CAP highlights is self-awareness, which, like communication, requires deliberate effort and time to develop. Without self-awareness, leaders risk leading with their weaknesses, neglecting their strengths, and even fostering toxic work environments.
While improving written and verbal communication is challenging, I would argue that developing self-awareness is even more demanding. It requires a commitment to reflection and honesty. For me, this process has been deeply tied to journaling, a practice that allows me to examine my decisions, behaviors, and patterns over time.
Self-awareness also requires actively seeking candid feedback from leaders, peers, and subordinates. It’s not enough to rely on performance evaluations at face value; leaders must dig deeper to understand how their actions and behaviors are perceived by those around them
CAP is a call to action for leaders at every level to invest in themselves, refine their skills, and build the foundations for sustained, impactful leadership.
It’s also a call to action for those in leadership positions to move beyond focusing solely on training the warfighting functions. Leaders must make a deliberate effort to cultivate the skills that enable them to bring it all together—skills that amplify their effectiveness both on the battlefield and in the training area.
So, what does the Command Assessment Program Directive actually say?
1. Institutionalizing the Command Assessment Program (CAP):
- CAP is now an enduring component of the Army’s centralized selection process.
- This initiative demonstrates the Army’s commitment to assessing, identifying, and selecting the most qualified leaders for command and key leadership roles.
2. Transparency and Trust in Selection Processes:
- The directive ensures increased transparency and integrity in the CAP process to maintain trust and confidence across the Army.
- Selection rates, CSL weighting formulas, and relevant data from CAP will be published annually to keep the process open and accountable.
3. Expansion of CAP’s Scope:
- CAP evaluates and certifies Army officers, sergeants major, and Department of the Army (DA) civilians for command and key billets.
- Only individuals certified by CAP will be eligible for these critical leadership roles.
4. Objective and Comprehensive Assessments:
- CAP uses proven, objective assessment methods to evaluate:
- Written and verbal communication
- Physical fitness
- Strategic potential
- Leader effectiveness
- The assessment process ensures that the most qualified and ready candidates are selected for leadership.
5. Annual Execution of CAP:
- CAP will be conducted annually (or more frequently, if required) to align with Army needs and evolving talent requirements.
6. Implementation and Governance:
- The directive tasks the U.S. Army Human Resources Command (HRC) to formally establish the Assessment Directorate to oversee CAP and other assessment programs.
- Updated regulations and policy notices (e.g., Army Regulation 614-200 and HQDA Policy Notice 600-2) will integrate CAP fully into Army selection processes by FY 2026.
7. Enhanced Selection Board Processes:
- CAP-certified candidates will be included in the Order of Merit List (OML) for command/key billets, as determined by centralized selection boards.
- The Secretary of the Army and CSA will oversee the convening of these boards and approve scoring criteria, ensuring alignment with Army priorities.
8. Commitment to Leadership Excellence:
- CAP reflects the Army’s dedication to developing exceptional leaders by utilizing a rigorous and fair assessment process.
- This ensures leaders at all levels are prepared to meet the challenges of the modern operational environment.
Joe Byerly is a recently retired U.S Army officer and founder of From the Green Notebook. He’s also the coauthor of My Green Notebook: “Know Thyself” Before Changing Jobs and the author of The Leader’s 90-Day Notebook. Listen to him on The Podcast, sign-up for his reading list email, receive his Sunday Email, or connect with him on LinkedIn.
