Rotating LeadersRegardless of the purpose, size, or longevity of an organization, managing changes in its leadership is often difficult. In the Navy, due to regulations regarding changes in the location of its personnel, changes in leadership occur more frequently than in the civilian sector. At the AEGIS Training and Readiness Center (ATRC), a naval training command, this duty station faces an even more challenging change in leadership frequency. The school is the most advanced naval training command in the U.S. Navy and continually trains Sailors who maintain and fire advanced weapons systems. To ensure command success, each division requires dedicated management by a military course supervisor. One of the greatest challenges facing this command is having a quality pool of selectable candidates for this position. Selecting the course supervisor is a difficult equation which, if executed poorly, fails within a few months. To ensure that only the highest quality military personnel apply for the position of Course Supervisor at ATRC, the ATRC must provide them with a beneficial reason. Organization Description The primary goal of the AEGIS Training and Readiness Center is to train Sailors in the complexities of AEGIS weapon systems. This organization emphasizes the importance of technical skills, instructor skills and program delivery to its Sailors. The governing body of the ATRC is the Center for Surface Combat Systems (CSCS). The command's mission statement emphasizes the importance of training the good sailor according to established procedures. The CSCS mission statement is “To develop and deliver surface ship combat systems training to achieve superiority in surface warfare” (CSCS, nd, p. 1, para. 1)... ... middle of document ......gemming in the era of the aging workforce: the essential role of knowledge transfer. Public Personnel Management, 37(4), 403. Castellano, S. (2012). Tactics for targeting technical talent. T+D, 66(8), 19.Center for Surface Combat Systems (CSCS), (nd). Mission statement. Retrieved from website: http://www.netc.navy.mil/centers/cscs/CommandInfo.aspx?ID=0 Denning, J. (2000). 10 Myths About Bad Employees: Turnover isn't always bad, internal promotion isn't always good, and please have a stopwatch!. Ophthalmology Times, (23). Hansen, D. (2011). 5 keys to developing talent in your organization. Forbes.Com, 1. Johnson, J. and Hill, W. (2009). Personality traits and military leadership. Individual DifferencesResearch, 7(1), 1-13.London, M., Mone, E., (2012), Leadership for today and the future. San Diego, CA: BridgepointEducation, Inc..