In reading the case study of “The 4th Armored Brigade Combat Team”, it is apparent that LTC (P) Fernandez faces a significant challenge in the months ahead as he tries to lead the 4th ABCT to correct its course. The critical leadership problem facing the 4th ABCT is the lack of ethical alignment as this impacts nearly every other facet of the organizational leadership framework. In order to achieve success in righting some of the many wrongs within the unit, many process will need to change. Concepts of unit culture and climate, vision, organizational resilience and leader development need to be course corrected streamlined within clear ethical standards.
A common theme throughout the study is that family values and personal morals have declined
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The unit needs help to find some commonality and a way to reconnect and build their esprit de corps. In the position of LTC (P) Fernandez, I will work to improve organizational resilience. In an effort to bring individuals back together in a positive manner, I will support the Chaplain in her capacity and offer the time and space for her to establish group counseling sessions, morale events, outreach services, etc. Effort will be made to establish or revitalize Army programs that are lacking within the unit. I will appoint a SHARP representative to provide support and training on proper and improper sexual conduct in the military. I will also take time to revitalize the EO program as the EO representative mentioned in the case study appears to need additional training and support to carry out his position effectively. These programs and activities will improve organizational resilience as Soldiers will know they are not alone and will have access to resources to get help.
The 4th ABCT is struggling with its identity as it tries to find its place amongst its past and upcoming missions. A clear vision will help to bring the unit together as they will have a common idea of what they are working towards. To achieve this, I would meet with the division commander and be prepared with detailed assigned taskings and statistics about the unit. Although the division CSM seems calloused about 4th ABCT being over burdened, the Commander may not have all the information he needs to make informed decisions about the Brigade. When faced with the reality that the
Task Organization: TC-16-001 1. SITUATION: A. Enemy Forces: N/A (1) Terrain: Petersburg National Battlefield-City Point is an urban environment with wood, brick and steel structures, interlaced with several improved and unimproved roads B. Friendly Forces: N/A (1) Higher Mission: ALU is the Army's premier learning institution, delivering game-changing sustainment professionals to support unified land operations and generating force capability. (2) Higher CDR Intent: Training future leaders of the US Army, to Army standards, by develop leadership, and evaluate officer potential.
(U) HQDA EXORD 10-13 in support of the HQDA FY 13-15 Active Component Manning Guidance. (U) (ATSG-NCOA). The purpose of this executive summary (EXSUM) is to identify the strategic intentions within ALARACT 293/2012; DTG: P 181732Z. Currently, as well as in the future, the Army will be reducing the force structure in order to eliminate the wartime allowance. This force drawdown will diminish manning flexibility and reduce Active Duty for Operational Support (ADOS) personnel. The mission within the ALARACT focuses on providing the Army Active Component (AC) with Manning Guidance (MG) for FY13-15 that is synchronized with the Army’s priorities.
In addition to the aforementioned, lack of command structure due to senior officer casualties
The Australian’s deployed as a Task Force because the leadership in the
Quarterly completed and reviewed several “Scatter Plot Comprehensive Reviews” uncovering patrol practices that may have contributed to a member’s divergence from their peers. These reports are instrumental in assisting the Regional Commander with assessing any potential risks, and provide the command staff with the statistical information and analysis of that information to aid in the assessment of personnel within Field Operations. Facilitate the timely and accurate completion of all 632 's by the troop MAPPS Coordinators, maintaining the 632 database within the section providing the command staff with an audit of the database. Completed the Critical Incident Handling Audit, distributed to all Troop Commanders, assuring compliance that all critical reviews are completed within the given time frame. Coordinated the auditing and consolidation of the Troop Consents and K-9 databases into the master database, utilized by OLEPS in their Oversight
This is a training brigade for Armor Basic Officers Leaders Course and the Army Reconnaissance Course (ARC) as well as attached supporting units. These units fall under the U.S. Army Training and Doctrine Command (TRADOC). In 2005, the Defense Base Closure and Realignment Commission (BRAC) submitted a final report to the President of the United States which contained recommendations for reshaping the Defense Department 's infrastructure and force structure. Among these recommendations was a proposed move of all Personnel and pay management systems to Fort Knox as well as an outline to move certain TRADOC units to Fort Benning, Georgia which was currently the home of the U.S. Infantry. 316th Cavalry Brigade was one of the units the Commission recommended to make the move.
The Effective Military Leader Warrant Officer Romero, Philip T. SPC: Captain Dearth, 1st Platoon The book “Black Hearts One Platoons Descent into Madness in Iraq’s Triangle of Death” by Jim Frederick is a true story about multiple leadership failures and six United States Soldiers from 1st Platoon, Bravo Company, 1st Battalion, 502nd Infantry Regiment, 101st Airborne Division who were convicted for their involvement in horrible crimes while deployed to Iraq. The horrific acts including rape as well as murder committed by the soldiers of 1st platoon were a direct result of poor military leadership. Bad leadership will corrupt any military unit.
Formica was the keynote speaker for the 33 Brigade Combat Team’s (33D BCT) military ball, which was held only months after the Brigade returned home from Afghanistan. The ball was just after the Officer Career Progression Management Selection (OCPMS) board was held to select the next round of promotions and battalion commanders. Before
This will lead to a higher sense of purpose and responsibility when it comes to improving and strengthening it. Every unit will benefit, having better warrant officers who want to ensure the legacy of the warrant officer corps, developing better future warrant
All operations morally and legally require forces to conduct minimal-essential stability operations tasks to provide for the protection and well-being of the civilian population. Due to mission, tempo, and troops available, brigades and lower echelons will often pass requirements to conduct minimum-essential stability operations tasks to division during the offense. To meet these stability operations tasks, division can establish a CATF to support rear operations. brigades can help set conditions for the CATF as a follow-on force, by accomplishing division’s established transition requirements. In addition, division will need to re-task organize forces beyond CA to achieve a desired end state.
I will understand my unit 's mission and my commander 's intent. I will anticipate manpower needs and maintain the fighting strength of my commander 's force. I will strive to integrate personnel services that best support my commander 's operation at every stage of execution. I will provide continuous personnel service support operations during build-up, surge, and combat operations. I will provide rapid and responsive support in all situations.
A Commander sustains an ethical command climate in war by establishing clear intent and purpose for their organization, accentuated through his vision. The Uniform Code of Military Justice (UCMJ) and the Law of War are the military guidelines and penalties for soldiers to act accordingly. Distinctively, the majority of people know the difference between right and wrong. Command team (i.e. Commander and NCOs) are role models for the organization and set the example for their subordinates, which led to sustaining an ethical climate. Discipline organization exhibits high physical fitness, technical competence and successfully accomplish the mission.
My intent is to provide a clear vision to the 4th ABCT, that states, “Be the best armor brigade in the world, consisting of trained, responsible, motivated, and caring Soldiers and Families; capable of executing any assigned mission with unequaled success. The 4th ABCT has experienced several challenges that have led to ethical and moral issues along with a lack of confidence in the leadership. A vision will provide the ABCT with a motto, something to up hold. Therefore, how current business is conducted needs to change. In order, to make a change and address the challenges that 4th ABCT
Once you put on that Adjutant General shield, you are immediately depended on. This dependence spans outside of just the Soldiers that you see and associate with on a regular basis. Soldiers rely on us, to not only make sure their records are updated accurately and on time, spouses look to us to make sure that pay is submitted correctly and timely, children look forward to the events we help coordinate, parents look to us to make sure we are giving their Soldiers the best information about the benefits they enlisted for. One thing that has always been taught to me is that, we have three tasks that will make or break us: efficiency, effectiveness, and meeting the needs of Soldiers. If we cannot submit documents in a timely matter, we have failed.
A lot can be accomplished just in how we talk to each other. As a leader, I will talk to you, not at you. Take your position seriously - whether you are new to the Army or a senior leader- your role is important and adds great value to the overall mission. I’m a firm believer in doing your absolute best at all times; don’t aim for substandard. Remember that it is okay to ask for help, it is okay to not know something, but you should always be striving to learn and improve.