Over the last 1.5 years, the 4th Armored Brigade Combat Team (ABCT) has undergone significant change. Following a nine month deployment to Afghanistan, the Brigade appears to be overcome by stress, fatigue, leadership, and ethics issues. While many might categorize these as normal post deployment occurrences, they appear to run much deeper. The events of the previous deployment coupled with the death of the Brigade Commander, Brigade Sergeant Major and a Battalion Commander appear to be the critical events that triggered the downward slide of the Brigade. Several other factors, such as failure to develop the organization and its leaders, failure to properly identify and address stressors and lack of a unified vision, are perpetuating
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Although an organizational vision is created “in the mind of the leader” , including subordinate leaders in its development will ultimately lead to vision commitment rather than simply vision compliance. A good vision statement will do three things. First, it paints a picture of how the Brigade will look in the future. Second, it describes the values and beliefs subscribed to by Brigade members, and “enhances the effectiveness of the organization in accomplishing the mission.” Finally, it lays out a path for success, it describes how success will be evaluated and sets an expectation for behavior. As Gentzler points out, a properly written vision statement is “a picture of the future framed by a values-based purpose that creates a path to drive behavior, change and motivation” When defined in this manner, it becomes clear that a properly constructed vision statement is the all-important first step to drive change across the Brigade. With this in mind, I would propose the following as the 4th ABCT vision statement:
“The 4th Armored Brigade Combat Team (ABCT) will be the preeminent BCT within the Division and be an example for other BCTs to emulate. We will accomplish this through leader and soldier development, building effective, resilient teams and continued committed to our mission while focusing our efforts on our most valued resource, the Soldiers of the 4th
Although an organizational vision is created “in the mind of the leader” , including subordinate leaders in its development will ultimately lead to vision commitment rather than simply vision compliance. A good vision statement will do three things. First, it paints a picture of how the Brigade will look in the future. Second, it describes the values and beliefs subscribed to by Brigade members, and “enhances the effectiveness of the organization in accomplishing the mission.” Finally, it lays out a path for success, it describes how success will be evaluated and sets an expectation for behavior. As Gentzler points out, a properly written vision statement is “a picture of the future framed by a values-based purpose that creates a path to drive behavior, change and motivation” When defined in this manner, it becomes clear that a properly constructed vision statement is the all-important first step to drive change across the Brigade. With this in mind, I would propose the following as the 4th ABCT vision statement:
“The 4th Armored Brigade Combat Team (ABCT) will be the preeminent BCT within the Division and be an example for other BCTs to emulate. We will accomplish this through leader and soldier development, building effective, resilient teams and continued committed to our mission while focusing our efforts on our most valued resource, the Soldiers of the 4th