by Major Chris Slininger
The Problem
The Army has been facing recruiting and retention challenges, particularly within the junior officer population: Lieutenants, Captains, Warrant Officers One, and Chief Warrant Officers Two. While recruitment and retention efforts, such as increased recruiter support, larger bonuses, and improved branding, seem like solutions, they only address symptoms. To address the root cause of junior officer attrition, the Army must implement an ecosystem across the force, known as the Army Junior Officer Counsel (AJOC), that enables junior officers to thrive and drive innovation.
The Solution
The junior officers of our Army are building this AJOC ecosystem, with support from the Directorate of Military Personnel Management (DMPM) in the headquarters of the Army’s personnel staff. The DMPM’s goal for AJOC is to create a space for innovation, knowledge sharing, and driving change across the Army to improve the organization, our junior officers, and our future leaders. As we pursue the Army Transformation Initiative, we need to develop leaders at the junior officer level who can lead through change, iterate and develop novel concepts, and address the root cause of issues while doing so. AJOC is the vehicle where junior officers can practice, fail, and learn.
AJOC is not just a program; it is a community of junior officers invested in the betterment of the Army and driving change today to build an Army that can meet the challenges of 2050 and beyond.
The Concept
AJOC currently has four pilot brigades: the 3rd Division Sustainment Brigade at Fort Stewart, the 16th Sustainment Brigade in Germany, the 111th Military Intelligence Brigade at Fort Huachuca, and our newest program, the “IRONHORSE” Brigade of the 1st Cavalry Division at Fort Cavazos (Hood). The junior officers in these units are all members of their brigade’s AJOC. Their participation is voluntary, and they have come together to form programs that use the SCORRED method to take problems from identification to recommendation and transformation. AJOC operates at the brigade level to integrate across all MOSs and initiate change immediately while providing a central location for the Brigade Commander to connect with and develop junior officers.
The How – The SCORRED Method
AJOC’s operational model follows the SCORRED method, which involves:
- Soliciting ideas and feedback from Junior Officers and other stakeholders
- Collecting and analyzing data to identify areas for improvement
- Organizing and prioritizing projects based on their potential impact and feasibility
- Research policies, regulations, authorities, and more
- Refining and developing solutions through iterative testing and feedback
- Executable recommendations for senior leaders
- Deliver on approved actions
At the Brigade level, junior officers are using the SCORRED method to reduce administrative burdens, streamline processes, and refocus time on increasing unit lethality. Here are some examples of how:
3DSB AJOC identified a process to empower Company Commanders to adjust their cyclic inventory schedules to accommodate training and deployment schedules. This process is done through a memorandum, which the Accountable Property Officer coordinates and the Brigade Commander approves. Controlling cyclic inventories enables junior officers to put minutes back on the real mission – training to fight and win our nation’s wars. The 3DSB AJOC also identified the need for a Brigade-wide policy regarding cell phone use, limiting communications that occur outside of typical duty hours (6 AM to 6 PM).
As AJOC identifies common themes across the Brigades, we employ the SCORRED method to develop recommendations that can drive change throughout the Army. The Army has collected data on why junior officers leave the Army through their career engagement survey. The Army has asked AJOC to develop innovative ways to reduce these common reasons. Through the SCORRED method, AJOC identified two stabilization initiatives: one for early childhood due to daycare resource constraints and one for non-military careers. During our research phase, we found that the Human Resources Command (HRC) actually processes family consideration actions, but that fact is little known. AJOC is working with HRC to communicate and advertise this process across the force.
The Benefit for JOs
In his article, The Three C’s of Leader Development Relationships, Lieutenant Colonel Tom Dull outlines the components of a leader-development relationship. He says, “Connection + Conversation + Critical Feedback = Leader Development Relationship.” By driving innovation and change from the start of their careers, junior officers who work with fellow AJOC members can connect with each other, converse about challenges, receive critical feedback on their ideas, and develop as leaders while building a future Army they are proud to serve. By focusing on real-world challenges, AJOC helps junior officers see the direct impact of their work and develop a sense of purpose and fulfillment.
The Challenges
One challenge is that units have demanding battle rhythms and lack the empty calendar time to provide junior officers the ability and space to innovate. Our pilot programs have worked with their Brigade Commanders to identify one hour, twice a month, for junior officers to meet to drive change. Blocking out calendar time to provide this space enables both our senior leaders and junior officers to invest in this program.
Along with calendar space, concerns may exist about AJOC’s potential impact on traditional command structures and the Commander’s decision-making processes. However, AJOC carefully integrates into existing systems and processes to support senior commanders and delegate tasks, rather than diminish their authority. In fact, the AJOC expands a Commander’s decision-making process by gathering information and forming solutions. Commanders serve in units for a maximum of two years and, in that time, must integrate into a unit, identify friction points, develop solutions, and implement change, all while attending numerous daily meetings and overseeing the unit’s administrative functions and tactical proficiency. Additionally, the leaders whom commanders rely on to identify and address issues often sugarcoat problems or are incapable of addressing them. Consequently, many issues remain unresolved because the Commander lacks the time to prioritize them. Junior officers, on the other hand, have more longevity because they are with units for up to four years. They work directly with the Soldiers, often serve in several positions within a unit, and experience the effects of a unit’s problems firsthand. As a result, junior officers are better suited to identify, develop, and recommend solutions to the Commander, who has the sole authority to implement or veto their recommendations. Delegating these tasks to an AJOC frees up time and mental space for the Commander to focus on other priorities.
Lastly, AJOC needs senior leaders to provide calendar space, resources, mentorship, and top-down support so that junior officers can drive innovation and change.
What’s Next
If you want to learn more about the Army Junior Officer Counsel, our pilot programs, and our impact, please contact Major Chris Slininger at christopher.h.slininger.mil@army.mil. We encourage junior officers, senior leaders, and other stakeholders to get involved and support AJOC’s mission, empowering junior officers to drive innovation, strengthen retention, and create an Army that both junior and senior officers can feel proud to serve.
Meanwhile, if you are a:
- Junior Officer:
- Join AJOC and become part of a community of innovators and change-makers who are shaping the future of the Army. Take our Army Experience Survey.
- Senior Leader:
- Support AJOC by providing resources, guidance, and mentorship to junior officers taking part in the program.
- Stakeholder:
- Learn more about AJOC and its impact. Consider ways to support the program and its mission of empowering junior officers to drive innovation and retention in the Army.
By working together, we can create an ecosystem that empowers junior officers to thrive, drives innovation, and helps the Army meet the challenges of the 21st century.
Major Chris Slininger, U.S. Army, is an active-duty officer purpose-built to help people realize and actualize their potential, using leadership and mentorship to achieve meaningful success. Chris has served in the Army for the past 11 years, from the platoon level to the Department of the Army Headquarters. He is the Director and Founder of the Army Junior Officer Counsel and a 2025 LTG (Ret) James Dubik Writing Fellow.
