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
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
A most valuable opportunity exists for a leader to contribute in making a tremendous difference. New leadership at the top of the 4th Armored Brigade Combat Team (ABCT), a) gifted with wisdom to analyze an organization in identifying problems, b) capable of thinking creative in founding a vision for the future, and c) empowered with the reasoning ability to develop effective solutions to problems, will transform a declining unit to a new enhanced level of mission achievement and organizational effectiveness
the 4th Armored Brigade Combat Team (ABCT) is disengaged leadership has created a unit culture tolerant of sub-standard and inappropriate behavior of and indifference. While deployed 4th ABCT’s leadership fostered an elitist unit culture, tolerant of, and indifferent to individual development and personal needs. The demands of the short notice deployment coupled with the SFAT mission change create a stressful environment and planted seeds of separation within the Brigade Combat Team (BCT). The change
Intelligence Teams (WIT) play a crucial role in the intelligence gathering of the weapons systems that the enemy employs on today’s battlefield. It is because of these specialized teams of Soldiers and the unique skills they possess that we, as an Army, have been able to develop and implement Tactics, Techniques, and Procedures (TTPs) that have saved countless American and Coalition Forces lives. The very first Weapons Intelligence Teams began their initial training at Fort Gordon, GA. These teams consisted
Clausewitz defines war as an “act of force to compel our enemy to do our will.” The nature of war is enduring yet the character of war changes over time. Current US strategic guidance is advancing the point of view that since the character of war has changed to focus on irregular wars then the US military should prepare for a future of irregular wars. This shift in focus forgets that the nature of war is enduring and in order to be successful, we must prepare for all types of conflict. This paper
The principles of mission command are Build Cohesive Teams through Mutual Trust, Create Shared Understanding, Provide Clear Commander’s Intent, Exercise Disciplined Initiative, Use Mission Orders, and Accept Prudent Risk (ADRP 6-0, 2012). Major General David Petraeus took command of the 101st Airborne Division in 2002. In March 2003, he was leading the division into Iraq. He built his team on mutual trust, having two of three maneuver brigade commanders previously serve together in Bosnia, Kosovo
soldiers and wounding 27. The story of Wanat is more then just one small group of commanders’ mistakes; it is a window into how the war in Afghanistan went awry and how we can learn from these mistakes to better future missions and future leaders. Combat Outpost Kahler was a small, remote outpost in northeast Afghanistan adjacent to the village of Wanat in the Nuristan Province, manned by 48 U.S soldiers and 24 Afghanistan National Army soldiers and their three U.S Marine Corp advisors. It was attacked
Land clearing became an important mission during the Vietnam War after realizing that soon after infantry soldiers would sweep an area the enemy would temporarily leave, then return and be able to once again hide in the dense jungle forest. Without any prior techniques on how to remove the thick vegetation the enemy found safety in, General William C. Westmoreland, commander of U.S. Military Assistance Command Vietnam, told his staff to begin exploring options of how to clear the jungle (Thomas)
3rd Brigade, 101st Airborne Division must face reality. “The kill company” scandal has seriously damaged the image of the US Army, which in turn has challenged the trust the Nation places in its armed forces. More concretely, these events highlighted the need for strengthening the Rakkasans’ ethics standards. Soldiers are not warriors; they are ethical warriors, whose identity relies on two inseparable pillars: ethics principles and operational efficiency. The Army core values reflect this ethical
benefits them as individuals, their team, and the organization as a whole. Addressing situations addressed in this manner will always yield more positive results for a longer term over yelling, berating and throwing things like a mad man. In my method I may even go as far as having the offending Soldier do twenty pushups in front of the group as an additional personal reminder for themselves and others. Also, I’ll address the issue briefly with their company command team, ensure they are putting a proper
historic Brigade. Although the outlook is positive I will outline some of the major challenges, issues and concerns that will need to be addressed to maneuver the Brigade into the future and back on the path to success. I will outline my recommendations, measures of success the desired end-sate, as well as my recommended vision statement. My overall assessment is that the Brigade needs work in some critical areas! This is not very uncommon for a unit that has just completed a combat deployment
areas, training dogs, digging out tunnel rats, and catching Vietcong members. The members of the military police were separated into 8 different brigades that all fell under the 18th military brigade. The 18th military brigade the fell into three categories, the 8th, the 16th, and the 89th, which each had 3 sub categories branching off. The 18th military brigade was created during the Vietnam war. It was deployed the seventh of September in 1966, set to go to Vietnam. In January 1968, the Military Police
outright change his mind about a situation, simply that he would consider what someone brought to him and make the best decision based on all of the information he possessed. I observed several instances where LTC Coppersmith was in a meeting with the brigade commander or commanding general, and when LTC Coppersmith was asked a question, he would defer to the Soldier in the room who knew the question best. There was once or twice where I found myself suddenly having a conversation with the general or
Desert Storm, Iraqi forces fired 93 Scud missiles at coalition forces in Kuwait, Saudi Arabia, and Israel. (Rostker) Air Defense Artillery (ADA) played an immensely significant role in Operations Desert Shield and Desert Storm with units from 11th Brigade Air Defense Artillery and the 32d Air Defense Command rapidly deploying into theater. The effectiveness of the units and their roles in fighting this war proved that Air Defense Artillery was critical to the success of the campaign. Although Patriot
This paper discusses the various roles of Engineers throughout the history of warfare. Upon reading, you will see the transition from non-combatants that used tools to build and construct fortifications, to full combat soldiers capable of fighting just as well as they could build. The periods covered are: the Roman era, the Revolutionary War, the Civil War, World Wars I & II, the Vietnam War, and the Global War on Terrorism (Iraq & Afghanistan). When discussing each period, I focused on newly
under two Army warfighting functions: sustainment and protection. HSS falls under the sustainment function, and FHP under protection. At the maneuver unit level, medical support is defined by two Roles: Role I, which is unit-level health care and combat medics, and Role II, which
paper will provide a comparison of leadership principles and concepts between the movies “Kelly’s Heroes” and “The Dirty Dozen.” Kelly’s Heroes is about a group of worn out infantry Soldiers that voluntarily put themselves back into the line of combat to liberate a fortune of 14,000 gold bars from behind the German lines. The commanding officer, CPT Maitland, is inattentive and privileged due to being the commanding general’s nephew. The two key non-commissioned offices, Big Joe and SGT Kelly
country called the European Federation and the United Nations is disbanded. The United States and the European Federation end up opposing each other (Michaels). The Green Brigade attacks the Freedom Star space station and kills all the U.S. Marines that are aboard. The Russians are blamed for this (Tom Clancy’s). The Green Brigade is a powerful ecoterrorist group who is led by someone named Green Vox (Michaels). This is the beginning of a war between Russia and the United States. The United States
Battle of 73 Eastings (refers to a north-south grid line). In addition, I will describe how the United States Army’s (USA) 2nd Armored Calvary Regiment (ACR) defeated forces from the Iraqi Republican Guard (IRG) using speed, technology and superior combat power. Although some consider the Battle of 73 Eastings extremely successful, some consider it a failure due to the large amount of Iraqi forces that retreated towards Bagdad. Lastly, I will analyze how each side used their intelligence assets and