Brigade Commander’s Way Ahead
Command is a challenging time is an officer’s career, be it on your timeline with months to prepare. However, taking command with little preparation is an immediate disadvantage, so you must establish your vision quickly. Before taking command I need to address the leadership issues of the past brigade commander. Next, I will explain my command vision and how I will measure the effect in achieving my vision. Finally, I will describe my process to address the brigade’s problems and walk you through how I will implement my vision.
Admittedly, when taking command it is essential that you have well thought out vision along with a sound plan to implement your vision. The brigade had several key events during their …show more content…
First off, I plan on meeting with Soldiers and leaders to see if my vision is resonating among the troops. Next, I will also rely on the ARFORGEN reset program to track equipment, training and personnel status. This tried and tested program will allow the brigade to track the critical paths in reset and will focus our efforts. I will use the brigade command and staff and training meetings as a venue for feedback from the battalion leadership and staff. I’ll be looking for improvement in the troubled areas, particularly focusing on areas where my staff plays a large role in providing support. The garrison blotter report gives immediate feedback on current and emerging trouble areas. A decrease in reports over time signals we are addressing Soldiers issues and conditions are moving in a positive direction. In addition, is the brigade chaplain, keeping me updated on Soldier issue trends along with his concerns. Finally, the command climate survey after 90 days will let me know if I’m on track. Here I will expect improvements in the areas where we had trouble in the past, such as attitudes, caring for Soldiers and trust in the …show more content…
Equally important, is starting implementation of mission command mindset. First off, I need to create a sense of urgency in the command by using a significant event, the Soldier and leader’s dissatisfaction with the status quo along with the pending deployment. Kottler’s first step is essential to excite leaders and the Soldiers to sign up to change their unit and get the program started. However, without the motivation of a crisis, people won’t help, and the effort goes nowhere. People respond to crisis or the threat of a crisis. Next, I need to build my guiding coalition of committed commanders, CSMs and senior staff that have the energy to effect a change. For instance, I need genuine leader and staff buy-in to champion the change in their units. I expect the leaders to build a coalition of change and I will continue to engage where ever necessary to generate momentum. Equally important, is the need to get the division commander and CSM on board to assist in my effort. As the only brigade in reset, we need time to get things right. To compensate for lost time I’ll start mission command in parallel. Once I build my initial coalition it’s time to refine my vision after conferring with my commanders and from the division commander’s guidance. More importantly is the implementation of my
Command is a challenging time is an officer’s career, be it on your timeline with months to prepare. However, taking command with little preparation is an immediate disadvantage, so you must establish your vision quickly. Before taking command I need to address the leadership issues of the past brigade commander. Next, I will explain my command vision and how I will measure the effect in achieving my vision. Finally, I will describe my process to address the brigade’s problems and walk you through how I will implement my vision.
Admittedly, when taking command it is essential that you have well thought out vision along with a sound plan to implement your vision. The brigade had several key events during their …show more content…
First off, I plan on meeting with Soldiers and leaders to see if my vision is resonating among the troops. Next, I will also rely on the ARFORGEN reset program to track equipment, training and personnel status. This tried and tested program will allow the brigade to track the critical paths in reset and will focus our efforts. I will use the brigade command and staff and training meetings as a venue for feedback from the battalion leadership and staff. I’ll be looking for improvement in the troubled areas, particularly focusing on areas where my staff plays a large role in providing support. The garrison blotter report gives immediate feedback on current and emerging trouble areas. A decrease in reports over time signals we are addressing Soldiers issues and conditions are moving in a positive direction. In addition, is the brigade chaplain, keeping me updated on Soldier issue trends along with his concerns. Finally, the command climate survey after 90 days will let me know if I’m on track. Here I will expect improvements in the areas where we had trouble in the past, such as attitudes, caring for Soldiers and trust in the …show more content…
Equally important, is starting implementation of mission command mindset. First off, I need to create a sense of urgency in the command by using a significant event, the Soldier and leader’s dissatisfaction with the status quo along with the pending deployment. Kottler’s first step is essential to excite leaders and the Soldiers to sign up to change their unit and get the program started. However, without the motivation of a crisis, people won’t help, and the effort goes nowhere. People respond to crisis or the threat of a crisis. Next, I need to build my guiding coalition of committed commanders, CSMs and senior staff that have the energy to effect a change. For instance, I need genuine leader and staff buy-in to champion the change in their units. I expect the leaders to build a coalition of change and I will continue to engage where ever necessary to generate momentum. Equally important, is the need to get the division commander and CSM on board to assist in my effort. As the only brigade in reset, we need time to get things right. To compensate for lost time I’ll start mission command in parallel. Once I build my initial coalition it’s time to refine my vision after conferring with my commanders and from the division commander’s guidance. More importantly is the implementation of my