4th Armored Brigade Combat Team Analysis
Returning to the 4th Armored Brigade Combat Team (ABCT) to assume command as the brigade commander brings me much joy to be reunited with great Non-Commission Officers and Officers that I have previously served with. Unfortunately, this brigade is no longer the brigade I remember when I commanded a battalion within the 4th ABCT not so long ago. In the last 30 days, I have had the opportunity to observe the ABCT and review a multitude of historical documents to assess the state of the brigade. During my observation, I believe the critical leadership problem in the 4th ABCT’s is the lack of vision for the brigade. Therefore, this critical problem has led to other challenging issues within the brigade. 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 …show more content…
The battalion commanders will have an emergency meeting going on simultaneously that will lay out long term and short term plans that we as a staff have created. The short-term plan will focus on objectives 6 months out and long term plans focus on 12 months out. These plans will consist of upcoming training, missions, and or deployments. This will help our brigade by exposing my vision and intent, along with an execution time line. Therefore, everyone is informed prior to my change of command and my vision is something they have heard and are beginning to
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1162 Words | 5 PagesAdditionally the physical separation of SFAT battalions combined with solid performance while assigned to a different Brigade (BDE) established a separate unit identity for the “War Harks” and they distanced themselves from 4th ABCT. Although improper training, organizational construct, and manning and equipment challenges were all contributing factor, I believe the catalyst for 4th ABCT’s culture decline was the deaths of the BDE Commander COL Timmons, the BDE command sergeant major (CSM), and one of the battalion commanders’. The catastrophic loss of the 4th ABCT command team took a tremendous toll on the BDE staff and key leaders, especially the DCO, LTC (P) Tagoli. After this event LTC (P) Tagoli and several members of the staff became resentful of the mission and numb to the actions and needs of their Soldier. When COL Lanks took command he left many of the responsibilities for daily operations with the deputy brigade commander,
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