4th ABCT: FORSCOM

The most important imperative of four in the Army Campaign Plan is “develop leaders to meet the challenges of the 21st century” because in the future leaders will deal a “tough realistic environment” and must be willing to adapt to the mission, threat or operational environment. We must “train soldiers and leaders to ensure they are prepared to accomplish the mission across the range of military operations while operating in complex environments against determined, adaptive enemy organizations . This is the eighth of twenty Army Warfighting Challenges enduring first order problems, the solutions to which will improve current and future force combat effectiveness. These challenges are reviewed and updated as needed to remain applicable for the future force.

LTC (P) Owens first challenge is to frame the problem set and develop an initial vision for the 4th ABCT. By using the Army design methodology alongside with the Kotter model LTC (P) Owens will be able to more easily apply critical and creative thinking to develop a plan of action to address the problems facing the 4th ABCT. This plan of action will translate into his vision for the unit and become the driving force of change.

The Army is in a period of transitioning to a new construct on how it trains and employs Brigade Combat Teams (BCTs). This new idea is called Regionally Aligned Forces (RAFs). The basic concept for RAFs is to align BCTs to a Combatant Commander (COCOM) for use as needed by that COCOM. By being aligned to a COCOM, the BCT and its respective Soldiers will receive specific region cultural and language training and also be provided specific training focus as determined by that COCOM. On a rotational basis units within those regionally aligned BCTs will deploy to their designated region to support the COCOM and in return the unit and Soldiers receive invaluable experiences and realistic training. This essay is to discuss how the Army’s move to RAFs is a great strategic move for the Army on many fronts. Listed are a few of the fronts that the transition to regionally aligned forces addresses. As the Army draws down its forces in Operation Enduring Freedom (OEF) it has to find ways to remain relevant and useful in a time of budget reductions, smaller conflicts and greater uncertainty across the Department of Defense (DoD). With the reduction in size of the Army and the contraction of forces stationed abroad, there needs to be a plan to address this cultural exposure our forces are losing. In addition, the Army needs to preserve the lessons learned over a decade at war and not fall back into a garrison mindset where realistic training becomes unrealistic and worthless.

I am an outsider looking at the organization as an insider due to commanding one of the battalions in 4th ABCT. This strength is also a weakness that can lure me into a false sense of comfort in a time where action is desperately needs. Since my departure the unit has conducted a deployment to Afghanistan and is in the final stage of the reintegration. My brigade is suffering from a lack of mission commitment as a result of several different missions and minimal leadership involvement. In developing a new path for the 4th ABCT the key is to examine the problem, then develop a new vision, and finally use the Kotter’s “8 Stage” Model to anchor lasting improvement to the organization. This situation presents an opportunity to my command to customize the unit to meet its challenges in the future.

Leadership in the military is the characterization of a complex mix of organizational, situational, and mission demands on a leader who applies or uses personal qualities, attributes, and experi-ences to exert influence on the organization, its people, situations or missions . Challenging and complex situations are a proving ground for leaders to making efficient, timely and reasonable decisions . An Army requires leadership to make choices and establish a unifying direction for the organization . As the incoming BDE CDR, taken over from Col Michael Lanks, I must ana-lyze the situation at the 4th ABCT. The aim of this analysis is to address the challenge of poor communication and lack of cooperation in the 4th ABCT Unit.

They must continually stay up-to-date on doctrine and procedures associated with the operations process and the commander's guidelines and policies. It is crucial that the S4 understands the duties of other staff positions to complete mission-essential tasks and fulfil the commander's requirements. The S4, like all staff positions, must exercise individual initiative to complete tasks, rather than wait for the commander to give instructions (FM 101.5, 1997). An additional strength for any staff position is to anticipate the commander's needs to accomplish the mission and prepare answers before those questions are asked. This forward thinking allows more time allocation towards planning and preparation for subordinates before a task must be executed. The S4 must be adaptive, creative and a critical thinker throughout the operations, planning and execution process. Along with that, they must remain flexible and avoid becoming frustrated or overwhelmed by changing conditions, both in garrison and in theater. For as much as the S4 must showcase discipline and self-confidence, they must also communicate effectively and have a strong foundation of interpersonal

Training and Doctrine, second priority: As an institution totally committed to training Soldiers and developing future leaders across the United States, our cadre must obtain and hold the proper certifications to instruct and guide Soldiers. With the Army Learning Model (ALM) being at the forefront of our training, we must continue to modernize our equipment and facilities to enhance the training experience of Soldiers and units at the KSRTI while always adhering to the Program of Instructions (POI) and Course Management Plans (CMP). Instructions, including practical exercise, should include discussions of the Operational Environment (OE) conditions through the OE variables. These efforts lead to better trained Soldiers and set the right conditions for the 235th Regiment’s to remain accredited and relevant to the One Army School

Before solving, locating and identifying the problems is required. After revising the documents, attending the meetings, and speaking with the members of 4th Armored Brigade Combat Team (ABCT) I identify some critical issues and challenges. Those issues I have divide into three categories. The first category are issues and challenges connected with the morale, some of them are: short period between deployments, lack of equipment, insufficient personnel, inadequate training, and a high OPTEMPO of the units. The second category are leadership issues, in this category are: loss of the brigade commander, the brigade command sergeant major (CSM) and one of the battalion commanders in a VBIED attack during the deployment, brigade commander who

CPT Roys served as a consummate team player and professional officer representative for the ASG organization. His agility has enabled the OCSC to generate internal cohesiveness as a collaborative team, thereby mission-focused to have far exceeded the operational standards. CPT Roys has successfully completed the US Army's OCS course, earning the 3C identifier while concurrently serving in a dual-role capacity as the executive officer, assigned to the 30th Heavy Brigade Combat Team (HBCT) in support of 20 officers and 18

Your illustration between the likenesses of mission command within the operations process to the competencies of a Special Forces Warrant Officer provided me a different perspective of comprehension. This correlation adds depth to the importance placed on 180A’s understanding and application of the operations process and mission command. I echo your thoughts and suggest that we should urge our detachment commanders to embrace and exercise the Mission Command methodology. We must help develop and mentor the detachment commanders and help prepare them for increased responsibility as company and battalion commanders.

The discussed process of restructuring the Brigade Combat Teams (BCT) illustrates the third phase, the development of organizational models. In his speech, Gen Odierno says that significant flexibility and capability

As the incoming commander for the 56th Armored Brigade Combat Team (ABCT) I realize that there have been many changes that have taken place since my last assignment with the brigade over two and a half years ago. Unfortunately, many of the changes that I have witnessed upon my return to the ABCT have not been positive, but rather negative in nature. As a result, the esprit de corps that was once prevalent throughout the ABCT is now gone. Conversely, the ABCT has experienced a precipitous decline in the moral and ethical leadership needed to sustain the unit as a learning organization capable of maintaining its battle ready focus. Identifying and eliminating the sources of this toxic leadership is the key to returning the ABCT to its former glory and the process by which to do so can be found in John Kotter’s eight stage model for change. The Kotter model provides an overview of the steps needed to effect lasting change in an organization and are as follows: establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad based action, generating short term wins, consolidating gains and anchoring new approaches. These steps will assist organizational leaders such as myself in changing the culture of the ABCT from one of dysfunction into an organization where leaders want to lead and Soldiers want to soldier.

A value statement reflects the core ideology of an organization and they those deeply rooted values that do not change over time. A value statement answers the question; how do we carry out our mission? Value statements define the organization’s basic philosophy, principles and ideals. They also set the ethical tone for the institution. An organization’s values are evident in the statements that define the organization and the processes used to achieve its mission and vision. Organizations also add a values statement which either reaffirms or states outright the organization’s values that might not be evident in the mission or vision statements (Society for human resource management, 2012).

Values represent our guiding principles: our broadest motivations, influencing the attitudes we hold and how we act. It is important to know your values and principle to guide your actions and all aspects of your life.

Our values are a major aspect of the way we live our life. It takes failures and great triumphs to understand one’s choices in making decisions. When an organization creates their visionary mission statement and principles they must determine what values will delegate an employee’s behavior and productivity to act accordingly with the organizations culture.