Field Grade Officers, Essay Example

How field grade officers lead in the development of organizations and leaders to achieve results

Within the first few days of my return to the 56^th Armored Brigade Combat Team, I recognize several significant challenges within the brigade.  To begin, a lot has happened in my absence including a deployment and change of staff and environment.  Battalions are competing to make themselves stand out from the brigade, and they are not as focused on the unit.¹

The quality of life for our Soldiers and their families is suffering.  There is evidence of this struggle in the brigade command team’s (BCT) growing trend in domestic abuse, DUIs, and divorce.¹ Also, I have concern that a preventative plan is not in place for these issues.  Immediate plans need to be made before the brigade is deployed again.

Other concerns include, a significantly high number of medical non-deployable Soldiers, the continued deferring of equipment returns, inspections, and repairs, command structure, sanctioned hazing during deployment, rumors of sexual harassment, incompatible communication systems, and the “heavy-handed” dealings in Afghanistan.  Based on the 360-degree commander and staff assessment, the commanders shared a lack of willingness to include subordinates in decision-making, and they fell short of expectations on developing subordinates, coaching, and counseling.¹  While the current climate within the brigade is concerning, there are steps we can take to bring morale within the brigade back up.

We first need to improve the team situation awareness and team communication process, including updated technology.  The staff has the trust and confidence of the subordinate units.  The NCOs display confidence in their abilities and have a good tactical and technical knowledge.  I will lead by example and focus on the mission by disseminating a clear intent, sound operational concepts, and a systematic approach to execution.²  Our vision is to maintain the best highly trained and unified team of honorable, hardy, and respectable Soldiers.

I will develop subordinates and empower them to execute missions and responsibilities and extend influence beyond the chain of command.²  The focus should be on understanding one another’s thinking process.  Each unit analyzes the strengths and weaknesses of each team member in terms of his thinking and analytical skills and gains an understanding of collective strengths and weaknesses.  Now the team members can better function as a unit knowing how they complement one another.²  The S4 section, for example, has MAJ Wilson’s good technical aspects of supply and maintenance management, but needs more understanding of team leading and building.¹  By employing a joint problem-solving approach that involves building effective relationships, establishing open communication, and understanding positions to clarify interests, the brigade S4 will learn to create solutions as a unit.  The Soldiers in the section will be motivated, and they will hold each other accountable and be more disciplined.²

There are some critical leadership problems in the brigade.  As I mentioned earlier, battalions are competing to make themselves distinct from the brigade, and they are not focused on the team.  This is an environment set by the BCT command team.  It would also seem that the brigade command officer (BCO) and brigade command sergeant major (CSM) are out of synch with the outgoing deputy brigade commander (DCO).¹

There is clearly some disappointment with the leaders in the BCT indicated by comments like, “COL Timmons tells us in formations to take care of our families but he never gives us time to do the things we need to do for them. My wife is really fed up with this unit.”¹  There needs to be more networking between staffs to give organizational leaders a broader picture of the overall operational environment.²

Another comment reads, “MAJ Wilson (brigade S4) is always talking to the female soldiers.  I can tell he makes them uncomfortable by the amount of attention he pays them.  There are some that he even goes out of his way to get into his office. I think it is affecting the performance of the section but what can I do, I am only a specialist.”¹ The staff’s effectiveness has been reduced, and the team is not comfortable discussing issues openly with the leaders.

The best way for an organization to identify and solve potential problems is to be in constant open communication – sensing, observing, discussing, and actively listening to each other. This form of openness may help organization avoid potential problems all together.  Information should be shared, and solutions should be developed as a team.  Soldiers will operate as a team, so as a team they will develop team leadership, team communication, mutual trust, team orientation, and a shared vision.²

While reviewing the brigade’s historical records from Afghanistan, it appeared the ABCT staff was able to manage day-to-day operations effectively, but struggled with their ability to capitalize on opportunities and to anticipate potential threats.¹  The ability to anticipate problems and know how to fix them is critical.  Leaders and Soldiers can hold each other accountable by keeping standards high and building on their mutual trust and confidence in their selves and the team.  Before an actual event, the team can discuss “What if” scenarios and take turns applying new methods, solving problems, giving guidance, and avoiding failures.  This will also serve in making Soldiers more efficient and gaining the respect of subordinates.

The BCT HQ completed a command climate survey.  Many of the Soldiers within the HQ seem to like being a member of the BCT but report they are stressed because of the upcoming deployment and the effect they anticipate on their families.¹  Eliminating stressors such as, isolation, ambiguity, powerlessness, boredom (alienation), danger (threat), and workload is critical.³  While it may not be possible to avoid deployment, there are other constructive projects, training, and coaching that can be completed.

To measure our success, I will measure hardiness using the Dispositional Resilience Scale (DRS).  By focusing on developing hardy persons, our teams will have a high sense of life and work commitment, a greater feeling of control, and are more open to change and challenges in life.⁴  Hardy leader influence hypothesis⁴ means high-hardy leaders influence of high-hardy subordinates involves resilience and the creation of life, even the painful and absurd are a part of a normal existence.  Hardy leaders will bounce back fully and quickly giving high performance standards and good example for the team.⁴

I understand the brigade has undergone numerous changes and know significant challenges lie ahead.  I also remember just three short years ago, the 56^th ABCT was considered among the best maneuver brigades in Forces Command.  This is the same brigade that attracted the best of the officer and non-commissioned officer corps.¹  Before the Soldiers are deployed again, time is needed for counseling over the loss of the brigade command team and battalion commander, repair relationships with families, and team building and communication among the Soldiers.  We need some time to get back to the basics.