informal conversations and observed work outputs over the course of 4 months. I was brought to the attention of the REGT CDR by my SQDN CDR well within his planning horizon to influence the commanding general's selection for the position. I had 6 or 7 informal conversations with the REGT CDR, and 3 with the general which I did not understand to be interviews until after I was selected. Influence keys were (in order): reputation, performance, interpersonal skill and tact, success of subordinates and success of unit at large.