As the incoming 4BCT commander I have a lot on my plate. The brigade is in a precarious position while readjusting to garrison life, rotating out key personnel, struggling through equipment reset, and considering the upcoming deployment; all the while suffering with distractions related to discipline and moral issues. I have been through this before and know these issues are relatively normal, but I also recognize one critical problem. That is, the outgoing leadership is not communicating the “the big picture” within the formation. Whether you call this a “vision”, “glide path”, or “line of efforts”; the fact remains, a lack of guidance from key leadership is causing frustration within the ranks. This essay will serve as a format for the
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Obviously, this won’t happen overnight and I’ll need a guide to help me. Thankfully, the Kotter model will assist in implementing my ideas and force change. The first step, establishing a sense of crisis, shouldn’t be that difficult as many in the formation already sense one. The NCO’s feel powerless, senior staff members seem unappreciated, and junior leaders lack recognition of the standards. All I need to do is openly accept and confront these issues with the leadership in the brigade, and communicate solutions through adequate counseling’s. For example, this may solve the problem concerning the S4’s unprofessionalism and also coach him to build his team. Counseling at the junior levels will confront the issues of hazing and help to reinforce my vision. This will also push dialogue between all leaders and ensure teamwork between officers and NCO’s. These efforts will overlap with the second stage of the Kotter model as I establish my guiding coalition in order to force change. In this respect, the incoming battalion commanders may be my coalition. I’ll need to get the new team on board with the new vision as they will be key to communicating and enforcing it. The second and third step of the Kotter Model are now complete, but the fourth step will require additional …show more content…
It just so happens some options may be available in the way of medical transfers and junior officers departing the Army. I might create a transfer company with the intent to process out Soldiers, while supporting taskings as needed. The remainder of the brigade will perceive a “win” as they will be free to complete training and readiness tasks. Moving forward, I’ll have the XO and S3 develop lines of effort associated with each of my priorities. We’ll create milestones for the battalions to complete prior to the NTC rotation. Examples of these milestones might be specific RAF training requirements being met, key equipment coming online, or the completion of family welfare events. Again, these milestones will initially serve as short-term wins, as well as provide a path to NTC. This in turn will provide predictability for Soldiers and remove some frustration communicated as “we’re moving from one crisis to another”. We’ll be headed in the right direction if I can remove this
Obviously, this won’t happen overnight and I’ll need a guide to help me. Thankfully, the Kotter model will assist in implementing my ideas and force change. The first step, establishing a sense of crisis, shouldn’t be that difficult as many in the formation already sense one. The NCO’s feel powerless, senior staff members seem unappreciated, and junior leaders lack recognition of the standards. All I need to do is openly accept and confront these issues with the leadership in the brigade, and communicate solutions through adequate counseling’s. For example, this may solve the problem concerning the S4’s unprofessionalism and also coach him to build his team. Counseling at the junior levels will confront the issues of hazing and help to reinforce my vision. This will also push dialogue between all leaders and ensure teamwork between officers and NCO’s. These efforts will overlap with the second stage of the Kotter model as I establish my guiding coalition in order to force change. In this respect, the incoming battalion commanders may be my coalition. I’ll need to get the new team on board with the new vision as they will be key to communicating and enforcing it. The second and third step of the Kotter Model are now complete, but the fourth step will require additional …show more content…
It just so happens some options may be available in the way of medical transfers and junior officers departing the Army. I might create a transfer company with the intent to process out Soldiers, while supporting taskings as needed. The remainder of the brigade will perceive a “win” as they will be free to complete training and readiness tasks. Moving forward, I’ll have the XO and S3 develop lines of effort associated with each of my priorities. We’ll create milestones for the battalions to complete prior to the NTC rotation. Examples of these milestones might be specific RAF training requirements being met, key equipment coming online, or the completion of family welfare events. Again, these milestones will initially serve as short-term wins, as well as provide a path to NTC. This in turn will provide predictability for Soldiers and remove some frustration communicated as “we’re moving from one crisis to another”. We’ll be headed in the right direction if I can remove this