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Case Study

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Background: I am the incoming commander for the 4th ABCT. My initial interactions with the current command team were positive and consisted of only rave reviews of the command, its performance while deployed, and Soldiers.

Situation: The unit has recently returned from a 12month deployment that was fluid in terms of assigned tasks (performed duties outside of their wheelhouse) and the operational tempo of the command has not slowed down.  Soon, we will participate in an NTC rotation and assume an ERI mission.

From an initial assessment, there is more going on than meets the eye. The organizational climate is not healthy. I received historical records (USR reports), CALL and CAPL assessments,  engaged in various conversations with current staff and the chaplain, and made observations -- all of which seem to contradict those initial reviews or at least point toward a very different climate post-deployment.

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2. Stressors / Resilience      (+Eustress / -Distress)

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2. Stressors / Resilience      (+Eustress / -Distress)

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Pre-Deployment
- Non-deployable Personnel
- Insufficient training (METL)
+ Competitive
+ Motivated
+ Esprit de corps
+ Reputation

Deployment
- Under staffed
- Mission change
- Lack of proper equipment
- Comms issues
- VBIED killed BDE Cdr, CSM, BN Cdr; multiple others wounded
+ War Hawks performed well
+ Soldiers remained focused on their mission the loss of their CoC

Post-Deployment
- Personnel turnover
- Red cycle (tasking prioritization)
- Soldier/Family issues (separation, infidelity)
- Staff dissatisfaction (S3, S6)
- Replace EO NCO (key position)
- Failure to recognize the need for professional help (S2)
+ Field grade officer continuity
+ Soldier Loyalty (job gets done)

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-Sexual harassment complaints

An increase in the number of domestic abuse and DUI cases

Heavy handed approach while deployed

Toxic behavior

Lack of leadership development

Unhealthy work environment hinting at potential EO/SHARP concerns

Failure on the part of senior leaders to take corrective action for instances of inappropriate behavior

Questionable judgement led to accident/injured soldiers (unlicensed; untrained)

Report suggesting events have progressed from esprit building to "sanctioned hazing"

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Language throughout the command has shifted toward a negative connotation ("Nothing changes", "can't take much more", "jump from crises to crises")

Outgoing command team dismisses complaints as whining

Outgoing commander disregards EO concerns due to "unreliable source"

Lack of leadership and professional development throughout all levels of ranks

Sense of favoritism / resentment (unearned promotion to company command)

Expertise of senior NCO corps is recognized by subordinates, not employed by superiors

The current state of the ABCT has also taken a toll on Spouses/families

Chaplain is very concerned over the lack of concern on the part of the commander

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It has been 30 days since my assessment began. During that time, I reviewed facts from reports and surveys provided to me. Insufficient time, resources, equipment is a command issue and not something with which I expect to neither burden soldiers or hamper their training.  All reports of concern or complaints need to be addressed appropriately, thoroughly, and timely. In conversations with various staff, the chaplain, and external personnel I learned of their concerns and desires in order for them to excel -- the need for clear guidance, commander's priorities, and empowerment. The trajectory of the organization is further decline if immediate action is not taken to eliminate the multitude of grievances and  alleviate distress. It is nearly impossible to rebound from the fracture points, but we can do the work to address any plastic points.

As an organization, we will recalibrate our moral compass by defining what is and is not acceptable, what will and will not be tolerated and it will start with senior leaders who lead by example and applicable deliberate training.

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This organization needs to take a knee.  It is running on fumes. It is operating strictly through organizational obedience rather than discipline (or a healthy balance of the two). With our capable officers, NCOs, and junior soldiers, we will develop our force and future leaders through formal professional development, counseling, communication and training. We will realign our values and organizational principles first and foremost through empathy and by taking care of soldiers and their families and investing in their well-being. We will strike a balance that is not a tug of war between taking care of people and mission accomplishment. I will ask for help from every echelon above us -- be it personnel, equipment, resources.

This is the basic framework for improving our organization and achieving a healthy organizational climate. We will restore confidence and trust in leadership, build resilience within our ranks, and restore pride and loyalty in the culture and organization that is the 4th ABCT.

- Highlander 6