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What Are The Bareres/Remedies For Effective Communication
Effective communication skills
Remedies Of Effective Communication
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Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission. I will explain why the lack of a 4th ABCT vision is the critical leadership problem the organization faced, which led to a series problems with the organizations culture and climate as a result. It is my firm belief that by implementing the Kotter Change Model to provide a clear and concise …show more content…
vision, the problems will quickly resolve. In addition, I noticed significant issues within the Brigade staff; we are not an organized team with focus and direction. Through the application of the Rocket Model, we will become an effective and efficient team. Lastly, I will constantly “take the temperature” of our organization by using the Halo of Excellence; focusing on improving while operating. I am excited and ready for the challenges ahead, I am all in! The lack of a clear vision to direct the Brigade resulted in commanders and staff at all levels to jump from one crisis to the next. Clear delineation of roles and responsibilities and unrefined guidance created doubt and further confusion within the command during the brigade’s deployment. Our inability to adapt to a modular BCT construct and embrace the SFAT mission before and during the Mission Readiness Exercise (MRE), further degraded the effectiveness and performance of our organization while deployed. In summary, we did not understand our current environment, frame our problems, and visualize our desired endstate as a unified team, including Officers and NCOs at each echelons of command, to solve the problem. Next, I will explain how the Kotter model will drive change. The Kotter change model begins with overcoming complacency, establishing goals, and setting timelines.
I will use the positional power of legitimacy appropriately to change the tone of the organization. Additionally, I will be emotionally intelligent and responsive to influence positive behavior across the Brigade to increase confidence in the chain of command. Starting with the end state in mind, the assumption of the RAF mission, and working backwards I will set clear objectives and use key events such as line haul/download operations, equipment turn in, new equipment training (NET) and fielding, and special Rapid Fielding Initiative (RFI) to create a predictable timeline. All events will operate with a sense of disciplined urgency to break up complacency. Creating a guiding coalition of the willing is my next
objective. To create a guiding coalition of the willing I will use mission command while focusing on “building the bench”. Trust and mutual understanding are the foundations for a strong relationship; I will invest in my coalition to actively find ways to eliminate complacency to push the change process. “Building the Bench” is a catch phrase for leader development. Our program will focus institutional, operational, and self-development with routine two-way feedback. “Building the Bench” will create leaders who can confidently lead and influence the organization. Developing a Brigade vision is not a singular task; buy-in from my coalition can enhance my vision. The third stage of my plan is to develop a vision. The 4th ABCT Vision is as follows: 4th ABCT is a combat ready organization, founded on Leadership and Standards. Our strength comes from our Family’s and Soldiers. As a result trust, competence, character, and fitness (mental/physical/spiritual) are our watchwords. We will be agile and adaptive to successfully undertake any assigned mission. My proposed vision is designed to be desirable, acceptable, and feasible. Furthermore, my vision is clear, inclusive, and easily communicated. I will enthusiastically and frequently communicate my vision to all Soldiers within the Brigade; Brigade/Battalion Family Readiness Group (FRG) meetings and events will serve as venues to further assuage spouse and family fears, as I ensure predictability and inclusiveness. An inability to communicate vision will lead to changes not taking hold. By implementing the Rocket Model, I will align organizational systems and eliminate negative organizational culture and climate issues in my Headquarters. In addition, this model will facilitate our ability to become a learning organization. The beauty of the Rocket Model is that it is linear in design, and specifies who does what task and when in order to improve team morale, cohesion, and effectiveness. It goes without saying, but a constant reminder is necessary we have a ZERO TOLERANCE policy towards sexual assault/harassment and any impropriation behavior, because it tears the fiber of a healthy climate. All allegations will be investigated and adjudicated accordingly. In order to build a learning organization everyone will have a voice. Voicing problems with solutions through a supportive command is necessary for a learning organization, additionally seeing recommendations in action will prove the concept. At Brigade formations, I will reward and highlight good performance to foster positive behavior and agents of change. Evaluating the unit to identify that the changes are taking effect is the next step. Assessing the unit while operating is significant in determining whether the change is taking place. Using key events (line haul/download operations, NET and fielding, etc.) I will measure the performance and the effectiveness of change. The momentum of the aforementioned key events will lead to the NTC rotation, which serves as an opportunity for a short term win. I will use the Halo of Excellence to gauge stress levels and performance before increasing or reducing change; my coalition will serve as a sounding board in these decisions. Finally, I will “check the pulse” to ensure the new culture is anchored throughout the Brigade. I will engage junior leaders to ask them how they feel about the Brigade. If they internalized the vision and strategy, I know the message is being communicated to the lowest echelon moreover, I will ask them for their candid feedback and take their suggestions seriously. By providing a clear, easily understood vision, and the application of the following systems; the Kotter Change Model, The Rocket Model, and Halo of Excellence, the 4th ABCT will not only be prepared to assume the RAF mission, but also postured for the future.
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
The purpose of this paper is to provide a brief analysis of the United States Army’s organizational structure and its culture and how these two elements impact its workers, associates and affiliates. This paper will first examine the Army’s history, development and structure to highlight the origins of the Army’s culture. Secondly, a brief history of the Army’s organizational development will be followed by a close examination of its philosophy and supporting beliefs. Lastly, this paper will discuss the role of the Army’s leadership, their response to critical issues and the organizational structure of the Army. An analysis of the army’s top leaders will help the reader to understand the Army culture more thoroughly in the context of the Army’s organizational structure. More specifically this section of the paper will examine the Army leadership’s response to the current geo-political environment and other related issues. In conclusion, this paper hopes to highlight the Army’s overall functioning from an organizational standpoint and emphasize that idea that the Army is like a functional corporation. This will be accomplished by addressing various key questions throughout this text.
CF02,Full Range Leadership Development. (2012). Maxwell Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC)
CF02, Full Range Leadership Development Student Guide. (2012). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
We can identify three major cultural dimensions that help us to understand what leaders must focus on as they guide the transition of the Army. First, professional Identity, which is guided by Soldiers at all levels who are striving for excellence in their functional specialty, i.e., HR Sergeants. Soldiers who have goals and ideals of the Army to ethically put service and duty first. HR Sergeants are trained and well educated in their field. They are taught to put Soldiers first and have great customer support skills. Second, community, the sense in which Soldiers stop thinking about “I” and start thinking “we”. The bond among units who not only believe in cohesion with Soldiers, but their families too. The HR Sergeants are there to take care of Soldiers when financial issues arise with them or their families and don’t back down until the situation is solved. Last, hierarchy, which leads to order and control and provides Soldiers with moral reference and a sense of direction. The HR Sergeant has the mentality of mission first, knowing who to contact at the next level for assistance helps get the mission
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
As a Non-commissioned Officer you can expect me to be a professional leader dedicated to taking care of soldiers, the mission, and the army way of life. You can expect me to use Army Regulations, Technical Manuals, and direct orders from my superiors as my guidance on what actions to take in each situation faced whether tactical or technical. I will not be afraid to make sound and timely decisions in the absence of my leadership’s orders. When left in charge I will take charge.
For over seventeen years I have been committed to Tinker Air Force Base and the mission of supporting the warfighter. Vital in meeting requirements of any position on base is initiative and communication. Without initiative there is no problem solving or culture change that can occur. Opportunities are missed to positively transform situations for ourselves, our co-workers, and for the production of a quality product for
In his book, Leading Change, Dr. John P. Kotter communicates why organizations fail or succeed based on ten years of conducting research on more than 100 companies to see what contributed to their successful transformations and what hindered those transformations. “In October 2001 Business Week magazine reported a survey they conducted of 504 enterprises that rated Professor Kotter the number one “leading guru” in America.” The two significant aspects I took from this book were the reasons why change initiatives fail and an eight-stage process to lead the organization through a successful transformation.
Developing my command philosophy for my brigade will be a challenge to say the least. I intend to develop my leadership philosophy upfront and learn the organization the best I can through others before I develop an effective and realistic command philosophy including my vision for the organization. This is an organization that is heavily manned by DA civilians and it is unique organization, to be precise the only one in the Army that provides the connection between the Army and the American people. Would be great if I had the knowledge to come up with a letter stating expectations for the command on day one as MG Meloy did in the 82nd but unfortunately that will have to wait.
As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several separate focus areas and identified my overall strengths and weaknesses as a leader. Over the course of this paper I will briefly discuss each one of these assessments and journal entries as they pertained to me and my leadership.
John Kotter studied success and change. During this process, he learned that change has to go through several phases. According to Clawson (2012) “Kotter’s research outlined eight reasons that corporate change fails and eight corresponding ways of managing them. Kotter’s counsel was that change leaders should (1) establish a sense of urgency, (2) create a guiding, powerful coalition, (3)
...d me with our staff and Soldiers we have been given the opportunity to lead. The time and effort spent will be well worth it. Possessing a shared understanding of the operational environment will aid in our planning process when conducting operations throughout our theater of operation. In every operation we execute we know that we will accept prudent risks, identification and mitigation of those risks will determine our ability to accomplish our mission. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate. My involvement in all aspects of mission command is critical to the success of our organization.
I selected a group to observe that presented an educational group meeting over the topic of Drugs, Dares, and Dangerous Tech Trends presented by Enrique Salazar an educational specialist from the Education Service Center, Region 20 at the school library. This group’s purpose is to educate parents on the escalating problems of drugs and alcohol among 11-17 year old youths in San Antonio, Texas. Additionally, as a future OTA in the healthcare profession, it will be beneficial to learn the importance of building team cohesion and develop these skills effectively in various types of group settings.
Working in teams provides an opportunity for individuals to come together and establish a rapport towards others within a group. Teamwork is classified as people with different strengths and skills who work together to achieve a common goal. When a team works well, specific objectives are fulfilled and satisfied. Teamwork plays a crucial role in implementing and fulfilling a common goal in a team project. Each member plays a role and takes on different responsibilities combined together. In different stages of teamwork, conflicts and arguments may occur for as members have different standpoints which need to be harmonized within the team. The key to having an effective teamwork is to explore each member's unique abilities to motivate them.