By Lyndi Dix
During my time in company command, I was approached by a few mentors who encouraged me to consider the Broadening Opportunity Program (BOP) as I began thinking about what came next. I knew broadening was a common next step following command, but was not well-informed of the unique opportunities within the BOP. I knew following command that I wanted to explore avenues of professional growth that varied from my previous tactical experiences, but I wasn’t sure where to begin. LTC Brian Kitching, my former supervisor, met with me and encouraged me to apply to the General Wayne A. Downing Scholarship BOP as a Downing alumni himself. I felt underqualified but heeded his advice and I am so glad I did.
As I reflect on those conversations, I have come to realize that too many leaders—especially junior officers in command—are unaware of the broadening experiences available to them much like I was.
Broadening assignments are among the most unique opportunities in the Army to step away from the fast-paced environment and take time to invest in yourself in a different way. They are not time away from leadership. These opportunities are an investment in better leadership and new expertise that produce rejuvenated leaders who return to the force prepared to make the Army even better. Junior leaders should familiarize themselves with the BOP, do not self-select out, and apply.
What is the BOP?
A list of some of the Army’s most sought-after broadening assignments are consolidated in a catalog called the Broadening Opportunity Program (BOP). The BOP is a U.S. Army initiative that provides leaders with developmental assignments outside their traditional career paths, allowing them to gain new skills, experience immersion in different environments, and strengthen their leadership abilities. The BOP exists to invest and develop adaptable, strategically minded leaders who return to the force with broader perspectives and valuable expertise.
The BOP catalog is published annually through the Army Human Resources Command (HRC) as part of the Army’s talent management and leader development efforts. It offers a wide range of opportunities, from educational programs to industry internships. Candidates may pursue graduate degrees at universities such as Georgetown or Stanford, work with the legislative or executive branches of government in Washington D.C., serve overseas with interagency entities, or intern at corporations like Defense Advanced Research Projects Agency (DARPA) or Rand Corporation.
The fiscal year 2026 BOP contains 17 different opportunities, ranging from think tank internships to studying Artificial Intelligence at Carnegie Mellon University. BOPs are available to ranks from NCOs to lieutenant colonels, with the majority of opportunities targeted at post-key development captains. Most applications fall between March and July of the year prior to the report date.
Why the Army Needs Broadening
BOPs are designed to develop innovative leaders by providing experiences outside traditional career paths, supporting the Army’s 2025 Transformation Initiative. The skills gained through these assignments directly support the Army’s leadership priorities and concepts. This is particularly important in today’s operating environment, which is characterized by rapid technological change and increasing complexity.
As the Army operates more frequently in joint, interagency, and multi-domain operations, tactical excellence alone is no longer sufficient. While junior officers build strong foundations through tactical leadership, those experiences do not automatically scale to the operational and strategic levels. Broadening opportunities help fill this gap by exposing leaders to new frameworks, decision-making models, and ways of communicating. Through these experiences, officers reflect on their tactical backgrounds in unfamiliar settings and experience meaningful personal and professional growth.
What Leaders Gain from a Broadening Assignment
Cognitive Growth: Leaders are exposed to complex problems that require refined critical thinking and problem-framing skills. Participants also develop greater comfort with ambiguity and long-term problem solving.
Communication Skills: Broadening assignments require leaders to write and speak for non-military audiences and brief senior leaders and civilians. These experiences sharpen communication skills that translate directly back to formation leadership.
Perspective: The BOP offers experiences to build upon the tactical knowledge gained through company grade time. The bridge from tactical to operational and even strategic insight, decision-making, and leadership is often unmatched. Leaders develop a clearer understanding of how the Army fits into a larger system and how partners and stakeholders outside the military operate through exposure to corporations or branches of government.
Return on Investment: The skills developed during a broadening assignment directly improve leader performance upon returning to formation, benefiting both the individual and the organization.
Making Broadening Work
With so many opportunities available, choosing the right BOP can feel overwhelming. The key is intentionality. Leaders must understand their strengths and developmental gaps to select an experience that aligns with their personal and professional growth. It is also important to remain connected to the operational Army during the assignment. Most importantly, leaders must deliberately translate what they learn back into their leadership and the formations they will one day lead.
Leader and Organizational Responsibilities
Leaders across the Army must normalize broadening assignments and actively discuss these opportunities with subordinates. Post-command is often the first junior officers have meaningful choice in what comes next, and the decision space can be overwhelming. Many officers simply do not know the BOP exists, and as a result, never consider applying.
Senior leaders play a critical role in identifying officers who are strong fits for broadening and encouraging them to apply. Without leader engagement, many of these opportunities remain underutilized.
For officers interested in a BOP, understanding application timelines, career timing, and reintegration back into the force is essential. Intellectual growth is a critical component of leader development, and taking ownership of that growth is a professional responsibility.
Broadening with Intention
Broadening Opportunity Programs are not detours from leadership but deliberate choices that shape how leaders think, adapt, and serve the Army over time. These opportunities exist so leaders can think differently, adapt to an evolving operating environment, and integrate effectively with partners beyond the military. When approached with purpose, broadening makes leaders better and strengthens the force as a whole.
For junior officers considering a BOP, two pieces of advice stand out. First, start your application early—these packets are thorough, and deadlines arrive quickly. Second, and most importantly, do not self-select out! The eligibility criteria may seem intimidating, but do not disqualify yourself before the process does. I am so glad I followed LTC Kitching’s advice and did not listen to the inner voice that told me I was not qualified enough to apply to the Downing Scholarship.
So what’s stopping you? Explore the BOP catalog, find an opportunity that excites you, and apply!
MAJ Lyndi Dix is a Field Artillery Officer currently pursuing a Master’s Degree in the Security Studies Program at Georgetown University as part of the General Wayne A. Downing Scholarship Broadening Opportunity Program. She has served in the 82nd Airborne Division, 101st Airborne (Air Assault) Division, and 5th Special Forces Group. She is married to Major Jordan Dix, also a Field Artillery Officer, and they have a son, Kellan.
