SG4D_21793_L100 Essay exam

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Command & General Staff College *

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L100

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Management

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Feb 20, 2024

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LEADERSHIP AND CHANGE MANAGEMENT IN THE 2ND ARMORED BRIGADE COMBAT TEAM (2ABCT) DODIN: 21793 L100: Leadership October 31, 2023

The critical leadership problem facing the 2ABCT is the erosion of a positive organizational culture and the breakdown of effective teamwork, morale, and readiness within the brigade. To address this challenge and lead the brigade toward positive change, I will follow the Kotter change model, utilizing its steps and concepts: It's imperative to recognize the prevailing sense of urgency within the brigade, which is manifest in declining morale, readiness levels, and an adverse cultural shift to commence the transformation process. I will undertake a comprehensive communication strategy to articulate the compelling necessity for change, ensuring that every member of the brigade grasps the ramifications of maintaining the status quo. By transparently delineating the challenges and potential risks, I intend to foster a palpable sense of urgency throughout our ranks, instilling an understanding that action is imperative. Moreover, a fundamental component of this change initiative involves assembling a formidable coalition of leaders and influencers from within the brigade. Given the imminent change of command within three of our four battalions in the next sixty days, I will capitalize on this transition to forge a robust team. This coalition will encompass not only the battalion commanders, three of four battalion commanders will be changed next 60 days, but also the command sergeants major and key staff officers who share a unified vision for positive change. Collaboratively, we will provide unwavering and harmonious leadership, underscoring the critical nature of the transformation journey. By fostering this coalition, we aim to harness the collective strength and influence of our most trusted leaders to drive the change process forward effectively.

Furthermore, our vision for 2ABCT is to create a strong, mission-focused organization where everyone excels, values ethical conduct, and supports each other and their families. It is a clear and compelling vision for the brigade's future. This vision will focus on rebuilding a positive organizational culture, improving teamwork, and enhancing readiness. The vision will emphasize the importance of cohesion, trust, and mutual respect within the brigade. We'll achieve this by promoting trust, teamwork, and continuous improvement. With effective leadership and clear values, every member will be prepared, motivated, and empowered to contribute to 2ABCT's success. Our vision for 2ABCT includes: 1. Renewed Organizational Culture: Fostering a positive, cohesive, and supportive culture that promotes trust, respect, and a sense of belonging. 2. Enhanced Teamwork: Emphasizing seamless teamwork, strong collaboration, and leveraging strengths to achieve common goals. 3. Increased Morale: Boosting morale, instilling pride and motivation in every 2ABCT member. 4. Improved Readiness: Prioritizing readiness for individual Soldiers and the entire brigade, ensuring they are well-trained and equipped for their mission. 5. Commitment to Family Support: Providing resources and opportunities to support the families of our Soldiers, recognizing the importance of a strong home support system for mission success. 6. Ethical Conduct and Accountability: The vision should stress the importance of ethical conduct, accountability, and transparency in all actions. It should

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create an environment where misconduct, such as sexual harassment, is not tolerated, and individuals are held responsible for their actions. 7. Community Engagement: The vision should emphasize the brigade's role in engaging positively with the local community and international partners, fostering positive relationships that contribute to the overall mission success. This vision should be communicated clearly and consistently to all members of the 2ABCT, ensuring that it aligns with the brigade's values, mission, and goals. It should inspire and guide the brigade towards achieving a renewed sense of purpose and effectiveness. It is crucial to identify and address them systematically yo overcome obstacles within the 2ABCT. Obstacles may include structural inefficiencies, outdated processes, or resistance to change. The removal of these barriers requires a dedicated approach to problem-solving and a commitment to streamlining operations. By conducting thorough assessments, leaders can pinpoint areas in need of improvement, enabling the team to focus on targeted solutions. This step should also involve active engagement with the brigade's personnel to identify their concerns and challenges, ensuring that their perspectives are taken into account. The goal is to create a more agile and adaptive organization capable of addressing issues promptly and effectively. Short-term wins in the transformation of 2ABCT are essential for building momentum and sustaining enthusiasm for change. These victories can be achieved by addressing some of the most pressing issues faced by the brigade. This includes improving communication, tackling immediate readiness concerns, and implementing measures to boost morale. Celebrating these early accomplishments, however small

they may be, helps validate the change process and generate enthusiasm among the brigade's members. It is vital to recognize and reward the efforts and achievements of individuals and teams who contribute to these early successes, reinforcing the idea that change is both achievable and beneficial. It is essential to leverage the momentum created by short-term wins to build on the change initiated within 2ABCT. This involves transitioning from isolated successes to more comprehensive improvements. The organization should identify and expand upon the positive changes, embedding them into its operational culture and practices. At this stage, it's essential to remain receptive to feedback and continuously assess the evolving needs of the brigade. By involving a broad range of stakeholders, leaders can identify opportunities for further enhancements and adjustments. Building on change ensures that the improvements achieved are not just temporary but are woven into the fabric of the brigade, creating a sustainable and continuously improving organization. Lastly, we will accurately revise our policies and procedures to complement with the desired cultural shift, introducing values-based training, diversity and inclusion modules, and leadership development into our training programs in order to set enduring change. We will promote a culture of continuous improvement, empowering all members to identify areas for growth and enabling them to effect necessary changes, fostering a climate of collaboration and mutual respect. Furthermore, our new culture will be intricately aligned with our brigade's mission and objectives, with regular communication reinforcing each individual's role in the organization's overall success. By executing these specific steps, we will seamlessly integrate the cultural

transformation into our brigade's core identity, values, and daily operations, ensuring that the change remains an enduring and integral part of our organizational culture. Throughout this change process, I will emphasize the importance of shared responsibility and possession of the vision. Leaders at all levels will be actively engaged in the process, and feedback from soldiers will be valued and integrated into decision- making. By following the Kotter change model, I aim to revitalize the 2nd ABCT, restore its positive culture, and improve its overall readiness and morale while achieving the vision of a cohesive and mission-focused organization.

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Bibliography Command and General Staff Officer Course (CGSOC) Common Core. L100 Take Home Case Study, AY2024 “The 2 nd Armored Brigade Combat Team”. U.S. Army Command and General Staff College, 2023. Command and General Staff Officer Course (CGSOC) Common Core. L105 lesson slide, Leading organizations in change. U.S. Army Command and General Staff College, 2023. Command and General Staff Officer Course (CGSOC) Common Core. L110 lesson slide, Implementing an Organizational Vision . U.S. Army Command and General Staff College, 2023. US, Department of the Army, Army Regulation 600-100, Army Profession and Leadership Policy. Washington D.C: Government Printing Office, April 2017 US, Department of the Army, ADP 6-22, ARMY LEADERSHIP AND THE PROFESSION. Washington D.C: Government Printing Office, July 2019

SG4D_21793_L100 Essay exam

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