Critical leadership problems in the 56th Brigade Combat Team

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Critical Leadership Problems

A problem was identified immediately in the BCT HQ while carrying out the command climate survey. The report from the survey has cited a number of inconsistencies. While several soldiers seemed to be pleased with being part of the BCT, the deployment seemed to stress most of them as they apprehended that their family life will be affected. Further, they seem to be disappointed by the BCT leadership with some remarking that while Col Timmons told them to care for their families, enough time is not given to attend to their families (Case Study). Another person commented that Maj Wilson is ever talking to female soldiers. This attention, he continues, is clearly making the ladies uncomfortable and he thinks it is affecting their performance. He goes on to say that he is helpless as he does not have the authority to interfere. With such issues already brought to light, no indication exists that the leadership of the BCT did something about them.

Last week, I witnessed an exchange during a meeting of the BCT command. The commander sergeant and the commander gave to CSM Rose and Col Timmons a comprehensive review of the "red cycle" installation plans' effects on the plans of their training unit, receipt, execution and reset of equipment, reset of the personnel, garrison systems reestablishment, and the training of leaders and soldiers aimed at addressing Afghanistan shortfalls (Case Study). The commander of the battalion remarked that there is conflict in what they say and what they actually do. The soldiers are being told to reconnect with loved ones following their return from their 15-month assignment yet a lot of work is piled on them that they have to stay till 1900 hours every night. In addition, he continued, the red cycle has made it hard on the soldiers as many of them are loaded with work, and cannot attend to familial reconnections. Deferring the turn-in of equipment for 2 weeks and having soldiers work guarding ranges and motor pools instead of recovering the equipment, the unit is sure to lose credibility, as soldiers are fully aware of the difference between make-work and activity to ensure their safety.

The battalion CSM continued to say that these were the worst circumstances he had ever encountered. It seemed no break could be afforded to them as the work kept piling up. On mentioning this at the previous senior NCO call of the division CSM, he was dismissed, being told that red cycles have always existed in the army and that they will continue to exist and so he accommodate to the situation and comply with the regulations instead of complaining. The division CSM remarked that the people have reduced to a complaining lot after their return from Afghanistan!

How Col Timmons responded to these issues was quite telling (Case Study). He told the commander plainly that he has to he was on his own and that he himself had to find out solutions. He (Col Timmons) was not going to plead his (commander's) case.

Moving through the brigade, a hushed discussion centering on a potential sexual harassment involving a soldier and an officer was noticed. The conversation was about the hero brigade company commander, CPT Cooper. He was charged with leading PSD. Following the deployment, he was given the leadership mantle by Col Timmons skipping other senior captains that were in line for command. The discussions can be troubling, but I assume they are inspired by jealousy. Recalling the discussions I had with the DCO, there may be some issues with the 56th ABCT's command climate (Case Study). On mentioning to LTC (P) Mills what was heard, he avoids the issue and shifts attention to other issues. Privately conversing with CSM Rose last week, she mentioned that she was worried about her senior NCOs. While they seem competent, expected results were not achieved. Teamwork is lacking amongst the officers and the leaders. When asked about their failure to get involved or speak up, they ask why should they, when such discussion fails to bring about no solution. The officers' are concerned only about themselves and the unit is left to fend for itself.

Other notable concerns are that battalions' dispersion resulted in BSB spending a lot of time on the road getting resupplies to the outlying locations and that during the training before the deployment, the artillery battalions gave cavalry squadron indirect fire support. The limited time of six months assigned to the mission did not allow for adequate training (Case Study). Very unique situations and issues arose for the 56th ABCT during the stability operations. While the number of staff of the ABCT positively affected the operations during battle, added tasks linked to resourcing and giving support to MiTTs resulted in a "dual-hatted" staff and this affected the effectiveness of the staff adversely.

Improve the Brigade

Although the army's reputation over the year has been stellar over the years, the time period that saw us go to war in Afghanistan and Iraq has seen shift expectations. The army has to take advantage of the opportunity to ensure that effectiveness is improved and that good leaders are developed by the units for the coming years. This can be achieved through (Crissman, 2013):

Increasing awareness and comprehending that leadership development is not an event but a process.

Training and educating brigade-level and battalion commanders on the expectations of the army as on the fundamental mindsets and approaches in order to achieve enhanced success.

Expand senior leader accountability of unit-level leader development programs

Short training time as well as short timelines for deployment can result in inadequate training. Conditions that do not afford enough conditions for the exercise of initiative, overcoming of adversity, innovation or the experiencing of failure are unlikely to ensure that the soldiers are developed fully and ready for battle (Crissman, 2013). Also, trying to get too much done in an exercise, failing to appropriately gauge how ready the units are to do certain things or the provision of inadequate guidance and support at the time of execution can be destructive and lead to unpleasant results.