Organizational Leaders

We, as organizational leaders, operate in uncertain times that are constantly changing. By changing the view of our environment, subordinates, and ourselves as leaders, we can lead the Brigade to success. If we continue to do business the old way, we can only fail. In order to move forward we must be ready for the resistance to the change we are proposing. Either by lack of trust or individuals believes that change is not possible we must be ready to employ hard, rational, or soft influencing techniques that can deal with the changes that we use to prepare the Brigade for its next employment. The three critical leadership challenges for the Brigade resolve around creating a new vision, setting clear expectations, and establishing a positive unit climate.

In order to model this change correctly, we will use Mr. John Kotter's Eight-Stage Model to guide us through its eight steps for us to make lasting progress. First, we must demonstrate a sense of urgency by showing both the profits and the need for change. We do this by creating a new vision, setting clear expectations, and establishing a positive unit climate. Setting expectations for the Brigade is a leadership responsibility. Leaders establish expectations in an organization by providing clear guidance, communicating effective plans, establishing standards, leading by example, developing others, building teams and incorporating lessons learned. This is a challenge for the Brigade, as the Brigade staff has not developed solid plans for reconstituting and results in unpredictable schedules for subordinate units, Soldiers, and families.

Next, as the Brigade Commander, you should form associations to work the process of change from beginning to end. This is not only t...

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In conclusion, there are three identified critical leadership challenges and a suggested course of action for resolution. As we prepare for our next overseas assignment, a vision for the Brigade can only strengthen and help congeal us into a learning organization. The setting of clear expectations will influence your subordinate leaders, both officers and NCOs and build upon the concept of team building. All of this will bring the overall esprit de corps and conduct of the Brigade to a sharp focus and unit climate will improve as a result.

Works Cited

Applying the Kotter Model: Making a Transformational change in a Large Organization. Yvonne Doll and Billy Miller.

Leading a Learning Organization How Do You Influence Success? Bill McCollum, Ed.D. and Mr. Jim Thomas.

FM 6-22: “Developing Self-Awareness”, paragraphs 8-40 through 8-50, page 409.