Brigade Combat Team Case Study

As the incoming brigade commander, LTC (P) Owens, I see the critical leadership problem facing the 4th Armored Brigade Combat Team (ABCT) is the inability or unwillingness of Colonel Cutler to lead and manage change effectively. In initial talks with Col Cutler and in reviewing the brigade’s historical unit status reports, the 4th ABCT performed as well as can be expected in Afghanistan, but as the onion was peeled back there are numerous organizational issues that were brought to the surface while I walked around and listened to the soldiers of the 4th ABCT, in addition to reviewing the Center for Army Lessons Learned (CALL) report. One of the most formidable tasks of a leader is to improve the organization while simultaneously accomplishing

day-to-day tasking, and preparing the brigade for future deployments and missions. Furthermore, he must implement a vision for the command that is a value-based purpose that will create a path to drive behavior, change, and motivation. As ADRP 6-22, Army Leadership, states, “Mission accomplishment co-exists with an extended perspective towards maintaining and building the organization’s capabilities.” Change is necessary for organizations to grow and improve, however, how leaders approach the process of leading change makes the difference between success and failure. Change is difficult on both the personal and organizational level, and resistance to change is common because the fear of uncertainty and the unknown, especially for the military families who usually know even less than the service member.
Over the past year, there have been many significant events for the 4th ABCT and a lack of vision to mitigate and diminish the effects of persistent change.

For instance, the 4th ABCT deployed for a year-long deployment to Afghanistan, where a battalion was stripped off to work with another division, and two battalions were tasked to conduct security force advisor team (SFAT) missions, which is not their core combat mission and expertise. In addition, while in Theater COL Timmons, the brigade commander, the brigade CSM, and a battalion commander were killed in a convoy explosion, and COL Cutler was suddenly cast into the brigade command position. As soon as they returned from deployment, the 4th ABCT received word that they must conduct a brigade rotation through the National Training Center (NTC) before assuming a new committed period in the sustainable readiness model (SRM) with a regionally aligned force (RAF) mission in Africa. As you can see, due to the perpetual change and a lack of vision there is much uncertainty and stress for the 4th ABCT, in addition to the constant change and tempo that COL Cutler has not effectively managed. There are several change models available to use in leading change and one of the most effective and widely used is the Kotter Model. As I prepare for command, I will utilize the Kotter Model to help lead organizational

change.
As I’ve conducted my initial assessment of the brigade, I can see where we are at and where we want to be. Deconstructing the three components for organizational-level concepts that build into the seven-step vision process I articulate my Vision Statement and my Commanders Intent for the 4th ABCT.
“The 4th ABCT is the premier armored brigade in the division, trained and ready to provide support anytime, anyplace. An Esprit de Corps force of high quality, dedicated soldiers that are agile, responsive and ready to respond to our Nation's needs today and meet tomorrow's challenges!”
I set my vision statement high and immediately I must lead the change across multiple organizations and hundreds of people to accomplish this lofty task. Now to get started fixing some of the problems that have manifested over the past year.
The first step I will implement steps two of the Kotter Model is to build my core team and form a powerful coalition. With my XO, CSM and unit ombudsman in tow, I will build the support and garner the buy-in from the spouses and families. I will organize family days, BBQ’s, and briefings to show off and highlight what the 4th does and why they do it. Meet with the battalion CSM’s, listen to their concerns and get them behind the command vision statement. I will clear my calendar for the Chaplain, MAJ Cobb and get his take on the unit situation. As I consolidate and build my coalition, I believe in the idiom, where there is smoke there is fire. There have been too many issues in regards to the S4 shop, therefore, effective immediately I will replace the brigade S4, MAJ Crossan and replace him with a new S4 that understands my vision. In addition, I will meet with the S2, MAJ Stanford who is possibly feeling some PTSD issues from the horrific loss of the former brigade commander, CSM, and battalion commander in Afghanistan. I will make sure he gets the help he needs and get him back onboard. Next stop is MAJ Springsteen, the brigade S6 and see what can be done about his complaints about the workload, possibly provide him a reprieve, some autonomy and inquire if I need to go to division to get our S6 shop out of supporting division for a bit while we prepare for bigger responsibilities. Lastly, I will pay MAJ Galvez a visit to refocus him and the Operations team to build up their future operations department and look for innovative ways to deal with the changes ahead. I might have to spend more time here but a smooth running S3 shop will ease the burden later.
I addressed a couple of them above, but I will jump to step six of the Kotter Model which is to generate short-term wins.

I will go to division and ask that they exclude our S6 shop from any future division CPX’s while we prepare for the NTC rotation and the RAF mission. Word will spread that the new brigade commander is going to bat for the unit. I will work with the combined arms battalions and make sure they are focused on their core infantry and armor skills and provide them the resources and training that they require to get back up to full readiness levels. In regards to red-cycle tasking, we need to change the perception that this is for the Brigade, this is for the soldier’s development for promotion we will roll this into our preparation for NTC and not take it as another tasking. It is simply to prepare us for deployment. As I had mentioned above, with the families fully supporting the brigade by the show of solidarity and community support for what their soldier is doing and why the stress levels on the home front will be reduced and will, in turn, diminish the issues of domestic violence, DUI’s and divorces will hopefully be reduced and when you have happy families you will have dedicated soldiers ready and willing to work

hard.
As I go before the division commander and provide my assessment of the brigade and I chart a course for the future I will reiterate to him that yes there are some challenges, and with the guidance of the unit vision statement and implementation of a structured change model where we will change the culture of the 4th ABCT, formulate success and buy-in on the home front, make some long overdue personnel changes we will be poised for success. The urgency is already there as the timer is counting down to the NTC rotation. I have built my powerful change-makers and coalition that will drive the message and vision. With the division commanders help I will gain some quick short-term wins to relieve some stress and pressure and word will spread that the new brigade commander is the new leader that the soldiers can count on.