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

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

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