Writing for Impact
Sneaking professional writing into our routine military activities isn’t hard.
At the Medical Center of Excellence (MEDCoE), we’ve taken a creative leap in leadership development by integrating professional writing into our competitive board processes. In today’s military, where clear communication is crucial, writing shapes decisions, influences military leadership, and helps ready the force.
Looking ahead, we remain committed to evolving and enhancing our leadership development initiatives to better support the mission.
With that integration, The Pulse of Army Medicine was successfully incorporated into our first Sergeant Audie Murphy Club Board, Best of the Best Competition, and 68Z Symposium, with valuable input from board submissions shaping the process.
Photo courtesy of MAJ Jackson.
This pilot effort encourages our best non-commissioned officers to write a draft journal article—rather than a traditional essay—as part of their application for Sergeant Audie Murphy Club membership, for promotion boards, and as part of our Best Medic Competition. During the board, applicants defend their ideas, sparking an engaging exchange of perspectives. Afterward, they can refine their papers using feedback and submit them for publication in the Pulse of Army Medicine, https://medcoe.army.mil/the-pulse-of-army-medicine/, amplifying the impact of their contributions.
By embedding writing, we get a “two-fer.” Smart ideas break out of the board room and onto the pages of The Pulse without any more overhead than changing the essay prompts to comply with our submission instructions, https://medcoe.army.mil/the-pulse-of-army-medicine/. Other Army institutions and Centers of Excellence should think about joining us. Read on to learn more.
What we’ve done
This initiative has already produced tangible results, with over 15 articles submitted. Of those, 2 met the standards required for publication in The Pulse of Army Medicine. Command Sergeant Major Victor Laragaione personally highlighted a few standout contributions, such as a Senior Leader’s reflection on the recent 68Z Medical Symposium and a participant’s insights from the Best of the Best competition. These essays were particularly impactful because they demonstrated critical thinking and professional discourse, both of which serve as key drivers for personal and professional growth.
The lessons within these reflections emphasized that growth often stems from the most challenging experiences. Pushing beyond perceived limits fosters not only individual development but also enhances team effectiveness. By embracing discomfort, Soldiers—whether medics, support specialists, or leaders—are reminded that stepping outside their comfort zones allows them to learn, adapt, and refine their skills in meaningful ways. This process encourages ongoing self-improvement, which in turn strengthens the entire force.
Even for those essays not selected for publication, CSM Laragione was able to identify promising concepts that contribute to a broader understanding of the force’s needs and challenges. This ongoing cycle of feedback ensures leadership remains engaged and continues to shape the evolution of policies and practices in real-time.
This approach goes beyond just improving communication—it strengthens leadership, supports policy evolution, and drives mission success. It ensures that leadership, professional development, and operational effectiveness remain central to the Army's ongoing success.
If you want to try something similar, here are a few lessons we’ve learned that might help:
Readers: Be selective when choosing which boards to partner with. Partnering with too many can lead to an immense amount of content. Focus on boards that align with your goals to ensure quality and relevance in the submissions. Initially, we received Information Papers or Research Papers that do not fit the Pulse. To streamline this, we selected boards that we could guide more effectively with journal-style writing prompts.
Exception to Policy: Be prepared to handle policy exceptions. Not every board or situation will neatly fit the established rules, so flexibility is key. It’s essential to have a clear process in place to manage exceptions while staying aligned with your overall goals. For example, when we sought to partner with the Sergeant Audie Murphy Club (SAMC), we needed to request an exception to policy from TRADOC, since TRADOC Regulation 600-14 governs the SAMC process. This request was relatively straightforward and even sparked a discussion about adjusting the regulation to include journal submissions.
By embracing this professional discourse approach, we’ve created a culture of ongoing feedback, leadership growth, and positive change.
Have you tried something similar in your own organization or board processes? We’d love to hear about your experiences! Comment below or send us a note. Together, we can continue to refine this approach and foster even greater impact across the force.
Ready to transform the way you approach leadership development? If you’d like to learn more or implement a similar strategy at your location, reach out to us at usarmy-medpulse@us.army.mil.
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