After 15 years of service as a soldier, I made the decision to attend the Officer Commissioning Program (OCP) at the Royal Military College – Duntroon (RMC-D). This decision wasn't made lightly, but rather after several years of weighing the pros and cons, going back and forth between potential paths, before I finally made my decision. Each time I thought I had settled on one direction something would pull me back to reconsider the other. It took time, reflection, and the accumulation of experience to finally commit to this new path.

During my time as a soldier, particularly while attending Subject Four Sergeant, something profound was explained to me that resonated deeply. Soldiers reach a critical decision point in their careers where they must choose a direction: pursuing technical mastery, continuing in an all-corps or regimental role, commissioning through the Army Senior Non-commissioned Officer and Warrant Officer Commissioning Scheme (ASWOC), or separate from Defence. However, there are two additional options that often go under-discussed: the opportunity to apply for an in-service transfer of role or Service, and the option to attend the OCP at RMC-D.

When considering the pathway to commissioning, a common dilemma arises: should one attend RMC-D's OCP, or simply apply to commission through ASWOC? On the surface, ASWOC might seem like the superior, easier, and less demanding route. So why choose the more challenging path of the OCP at RMC-D?

Based on my experience, the answer is straightforward. If you find that you no longer wish to pursue a career as a soldier but still want to progress in the profession of arms, then ASWOC might be the right path for you. However, if your goal is to commission with the intention of leading, commanding, and managing troops, then the OCP at RMC-D is the path you should take.

In this paper, I share some of the key lessons I learned while attending the OCP at RMC-D. These lessons may help you decide whether you should attend the program yourself and will help you prepare mentally for what lies ahead.

The Importance of Humility in Transition

First and foremost, I want to stress the importance of humility. Upon arrival at the Officer Commissioning Program (OCP), you'll quickly realise that the majority of your classmates – now your peers – are fresh out of high school. Even if you join through the accelerated pathway, skipping 3rd class, and – like in my case – merging alongside ADFA graduates, most of them will be in their early 20s with limited life experience and often no prior military service.

This stark contrast can be both a challenge and an opportunity. As someone bringing significant life and military experience to the table, you may find yourself naturally stepping into leadership roles, but this can unintentionally create a divide between you and your peers. It's vital for team cohesion and your success as a future officer that this division is avoided.

Humility is not just about suppressing your ego, it's about recognising the value of every individual in the group and understanding that leadership is not always about leading from the front. While your past military experience, skills, and knowledge are assets, the OCP is designed to develop individuals of character into Army Officers, who can lead in diverse situations, which includes knowing when to step back and let others lead. This is especially important when working with peers who are just beginning their military careers. By embracing your role as a learner, you allow yourself to grow in new ways, while also giving your peers the space to develop their own leadership skills and to become the junior officers that soldiers deserve.

In my experience, this lesson became clear early on. I began the OCP as part of the initial trial 12-month program and was accelerated into 2nd Class. Our first module – Leadership, Character, and Ethics (LCE) – was a turning point for me. Initially, I approached the module with the mindset that my experience naturally positioned me to lead. I took charge in every group activity, believing that I was setting a strong example. However, I quickly realised that my actions were having the opposite effect. By dominating every leadership opportunity, I was unintentionally stifling the growth of my peers, preventing them from learning through experience. This was a humbling realisation.

The key takeaway was that leadership in the OCP isn't just about demonstrating your capability, it's about fostering an environment where everyone can learn and grow. Humility became the foundation of my approach, allowing me to step back and create space for others to lead. This not only strengthened team cohesion but also helped me understand that true leadership is about empowering others, recognising that their success is ultimately a reflection of your own effectiveness as a leader.

Mentoring and Sharing Experiences

Building on the importance of humility, understanding the role of a mentor, and the value of sharing your experiences is fundamental to the collective success at RMC-D. The environment at RMC-D operates on two primary lines: the Corps of Staff Cadets (CSC), which forms the foundation of the establishment, and the Training Team, responsible for overseeing academic and military training. Within this structure, there are countless opportunities to mentor your peers, whether during academic periods, routine activities at the CSC, or out in the field during the war-fighting module. Your peers will naturally look to you for guidance and advice, so it’s crucial to remain approachable and supportive.

Academically, Small Group Instructors (SGIs) play a key role in facilitating the curriculum and supporting the learning process. At the CSC, the Drill Wing takes charge of instilling the customs and traditions necessary for becoming an Army Officer. As a previously serving soldier, you will often find yourself as a common denominator – a point of continuity for your peers. They may seek your input, not only because of your experience but also because you have lived through many of the challenges they are now facing for the first time.

However, it’s important to remember that mentoring isn’t just about imparting knowledge, it’s about fostering a positive learning environment. This means understanding when to step in with advice and when to let others find their own way. Your role as a mentor should empower your peers, helping them develop their own leadership styles and problem-solving skills.

One of the challenges you might encounter is reconciling your experience with the instruction provided by the SGIs. SGIs, like all of us, are human and won’t always get everything right. It’s critical that you approach these situations with professionalism and discretion. If you disagree with how something is taught or believe there’s a discrepancy between what is being presented and your own experience, resist the urge to correct the SGI publicly. Instead, approach them privately to discuss your concerns. This not only shows respect for their role but also maintains the integrity of the training environment.

Mentoring your peers effectively can set you up for success in more ways than you may initially realise. It not only strengthens team cohesion but also hones your leadership abilities, as you learn to guide others through challenges while balancing authority with humility. Ultimately, the relationships you build through mentoring can lead to a more supportive and collaborative environment, where everyone is more prepared to face the challenges of leadership.

Managing Frustrations and Setting an Example

As a previously serving soldier starting at RMC-D, it’s almost inevitable that you will experience moments of frustration. These frustrations can arise from a variety of sources, so it’s important to prepare yourself mentally and emotionally. As mentioned earlier, SGIs are human too, and they may have less – or equivalent – experience compared to yours. This can sometimes lead to discrepancies in how things are taught or managed, which might conflict with your own knowledge and expectations. In these moments, patience and self-control are paramount, as your attitude and behaviour in such situations will quickly become an example for others.

When faced with a situation that you find frustrating, it’s important not just to endure it but to approach it constructively. If you identify something that you believe is broken or ineffective, don’t simply complain about it or walk away. Instead, take a proactive approach. Develop or discover a solution to the problem and propose a fix. This not only helps address the issue but also demonstrates a leadership mindset, which is crucial for any future Army Officer.

During my time at RMC-D, I encountered several situations that I felt could be improved. Rather than venting my frustrations or letting them fester, I chose to channel them into constructive action. I wrote a couple of essays outlining the problems I had identified and proposing practical solutions. I submitted these essays to the senior instructors, and what I learned from this experience was invaluable. By articulating my thoughts in writing, I not only contributed to potential improvements but also set an example for my peers. This approach underscored the principle that as future Army Officers, our default response shouldn’t be to complain. Instead, we should identify problems, analyse the issues, develop a plan, and deliver a solution.

It’s also crucial to recognise that your peers will be looking at you as an example of what they can expect from professional soldiers in the wider Army. For many of them, this isn’t just another course – it’s the beginning of their careers and potentially the most significant achievement of their lives to date. They are keenly observing how you handle challenges, conflicts, and setbacks. This is your opportunity to set a positive example, demonstrating professionalism, resilience, and a solutions-oriented mindset. By doing so, you not only uphold the standards expected of an officer but also inspire those around you to rise to the occasion.

“To be inspired is great, but to inspire is an honour” Quote by Stacey Hunt

The Unique Responsibility of Becoming an Army Officer

Choosing to pursue a career change and commission as an Army Officer through the OCP at RMC-D, rather than through the ASWOC pathway, comes with distinct responsibilities and challenges. This decision is not just about taking a different route; it's about committing to a path that requires a deeper understanding of the Army as a whole and preparing yourself for the significant responsibility of leading troops.

When you arrive at RMC-D, it's crucial that you have a solid understanding of the various corps within the Army. This knowledge will not only aid you in making an informed decision during Corps Allocation but also allow you to provide valuable insights to your peers, who may be less familiar with the broader Army structure. Corps Allocation is conducted in the same manner for all cadets, and arriving with a well-rounded understanding will ensure that you make a choice that aligns with your strengths, interests, and long-term career goals.

The outcome of graduating from the OCP at RMC-D is almost certain to see you taking command of a troop or platoon within your newly assigned corps. However, it’s important to recognise that graduation is not the end point of your journey; it is a significant milestone in a career that is just beginning. The real challenge and responsibility come after graduation, when you will be expected to lead, command, and manage soldiers effectively.

If you're applying to the OCP, it’s likely because you already display a high level of ambition. It's essential to maintain that drive and determination well beyond the moment you march out of RMC-D. The responsibility of being an Army Officer extends far beyond the gates of Duntroon. It involves continuous learning, personal and professional development, and a commitment to the welfare and success of the soldiers under your command. Your ambition should not wane with graduation but should fuel your pursuit of excellence throughout your military career.

Conclusion: Making the Decision

Embarking on the journey from soldier to officer through the OCP at RMC-D is a significant and transformative step in any military career. It’s a path that demands not only a commitment to leadership but also a willingness to embrace new challenges and roles. Throughout this paper I’ve shared the lessons I’ve learned; lessons that underscore the importance of humility, the value of mentoring and sharing experiences, the necessity of managing frustration with professionalism, and the unique responsibility that comes with commissioning as an Army Officer.

Choosing the OCP over other pathways, such as ASWOC, is a decision that reflects a desire to lead, command, and manage troops at the highest level. One of the key benefits of attending the OCP is the opportunity to form a new cohort of friends and colleagues who will be integral to the next phase of your career. If you enlisted a few years ago, there’s a high probability that many of your original peers have moved on. At RMC-D, you’ll build a new network of colleagues with whom you’ll likely share additional courses, postings, and deployments. This camaraderie and network-building are invaluable and are not afforded to the same extent by the ASWOC pathway.

Additionally, the OCP provides a unique opportunity to consolidate everything you’ve learned throughout your military career and to integrate it with the curriculum. This program helps to solidify your confidence and cements your mindset in line with the responsibilities and expectations of an Army Officer. It’s a chance to refine your skills, broaden your knowledge, and prepare yourself fully for the challenges of leadership.

Graduating from RMC-D is not just a conclusion but a milestone in a much longer journey of service and leadership. The habits you cultivate, the attitudes you adopt, and the examples you set during your time at RMC-D will shape the kind of officer you become and, more importantly, the impact you’ll have on the soldiers you will one day lead.

If you are prepared to meet these challenges head-on, to check your ego at the door, and to fully commit to the development of both yourself and those around you, then the OCP at RMC-D may be the right path for you. It’s not the easiest route, but for those who are truly dedicated to leading and serving, it is undoubtedly the most rewarding.