Case Study Of The 4th Armored Brigade Combat Team

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As LTC Owens, I am excited for the opportunity to command the 4th Armored Brigade Combat Team (ABCT). After my initial assessment of the unit, I have a good feel for the brigade’s primary issues and look forward to the challenges ahead. I have divided the problems identified into four primary lines of effort: Build the Team, Training, Leadership Development, and Fortify the Team. These lines of effort comprise the essential tasks in meeting my vision for the brigade. My vision is: 4th ABCT is a disciplined, agile, and fit Armored Brigade Combat Team that wins every fight; professionally accomplishes any mission to high standards; cares for, and is empowered by, each other and our families; and honors its lineage. We will accomplish this …show more content…
Training will be conducted through monthly OPDs and NCOPDs to develop disciplined leaders who see the big picture, communicate effectively, share best practices, and work well as members of a team. The leadership development program will primarily focus on theater-specific skills and knowledge required for the upcoming deployment. In addition, I will hold a quarterly Commanders’ Conference to gain buy-in to my vision and provide a forum for Commanders’ issues. Proper counseling of subordinates will also be emphasized; raters throughout the rating chain will review counseling forms of their subordinates to ensure proper counseling is conducted. All leaders will be held to the highest standard, no matter what the caliber of their performance; toxic leadership and unethical conduct will not be permitted and punished under UCMJ. Command climate surveys will be conducted 30 days after changes of command, at the six month mark, and annually thereafter. Commanders will provide feedback to their subordinates on the results of the survey within 30 days of …show more content…
Training requirements will be aimed at building eustress, not distress which causes burnout and mental fatigue and are the likely cause of the growing trend in domestic abuse, divorce, and the DUIs in the brigade. We will not only look to treat these symptoms through various programs, but look to prevent them as well. Commanders will take advantage of Days of No Scheduled Activities (DONSA), payday activities, and opportunity leave to reinforce Soldier and Family quality of life. Soldiers will not train during the weekend unless it is a battalion-level exercise or above. Additionally, the chaplain will make the “Strong Bonds” program available to every Soldier and their Families. Commanders will also integrate Comprehensive Soldier Fitness (CSF) initiatives and maximize programs that target team building. Companies will also hold monthly FRG meetings to build and sustain strong Army

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