The 4th Armored Brigade Combat Team reform plan

By
LTC: Ahmad Alqatamie
SG: 04A
LTC: Ahmad Alqatamie SG: 04A

The definition of leadership is the process of influencing people by providing

purpose, direction, and motivation to accomplish the mission and improve the

organization.1 The current situation assessment in the 4th ABCT shows us various

issues. These problems resulting inefficiency in the brigade achievements and their

cohesiveness. The 4th ABCT faces a major issue in the mission command philosophy, 2

nevertheless, 4th ABCT has a previous high reputation, still needs more work to restore

that. The current climate in the brigade causes confusion and a negative environment

as well. The next deployment on the ERI mission requires cohesive units eligible for

obligation independent tasks, stick to the ethos and know the intent. I should plan to

have a different approach to reach my purpose in this reforming; 4th ABCT has to have

a vision, objectives and how to accomplish these strategies to gain motivation,

teamwork, ethical climate, trust, and individuals life issues. I will utilize step one of the

“Seven Step Vision Process” 3 to estimate the current situation and I will use the “Kotter

Model” 4 to attain the organizational environment modification.

Initial assessment (The Seven Step Vision Process):

when I was listening and reading the brigade history, I noticed; no commitment to

the mission command which is the vital element that impacts the 4th ABCT

performance. brigade HQ has no stated vision, direction, and guidance in order to allow

the subordinates units to proceed into a target. Battalions commanders were

complaining about the ambiguity that they face with the brigade. In addition to that, the

command climate survey indicates to have concerns among soldiers about the

upcoming mission. In fact, there no clear guidance comes from the higher to the 4th
LTC: Ahmad Alqatamie SG: 04A

ABCT, moreover, the same situation inside the brigade HQ, brigade staff like S4

mentioned his complaint about that. As a result of that, battalions found themselves in

competition with each other and isolate their path away from the brigade directions. 4th

ABCT failed to bind the efforts toward the main goal, also, did not invest in the talented

officers among the brigade. lacking firm standards leads to having negative misconduct,

divorce ratio increased, domestic abuse and DUI are evidence of ethical level is ruining
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down. Overall this indicates the perspective that the units have organizational stress

for these accumulated negativities.

It is obvious the 4th ABCT lack of the integrity and unable to consolidate the

efforts between the HQ and units. The 360- degree commander and staff assessment

also revealed that commanders share a lack of willingness to include subordinates in

the decision-making. On the other hand, no expectation to coach or counseling 6 the

subordinate to improve the individuals and units’ skills. Another burden is the

camaraderie amongst the battalion commanders and CSMs appears superficial which

causes increase the gap vertically and parallelly. Besides that, junior ranks are away

from the planning process, which leads to a decrease in their involvement in the

organization's improvement. I noticed moral is going down due to the work stress

resulted from the above issues, and neglecting family time and personal recreations.

The misconduct cases illustrate that 4th ABCT individuals did not have leaders who

listen and counseling them. I believe that to raise 4th ABCT performance and restore

the previous reputation is a hard approach, but it is not an impossible task. Furthermore,

I have confidence in the brigade capacity to be in the first place among its sister units.

Yet, we need to work in some changings regards the organizational climate before NTC
LTC: Ahmad Alqatamie SG: 04A

and ERI. my mission needs to have integration inside the brigade to reach the

professionalism and clear intent.

My plan:

To start changing, I will use the Kotter Model to achieve organizational climate

alteration. First step, I will establish a sense of urgency, 7 this will reach to the whole

brigade in order to share my concerns and understand the new situation. This will help

me in achieving the cohesiveness among the units. Holding meetings with

commanders, staff, officers, and NCOs to assure we share the common understanding

and the sense of urgency is in the proper shape. I will supervise the process of

completing the required equipment regards the vehicles to raise brigade readiness. I will

Liaise that with the division and the units to bridge the gaps between staff and

subordinate. additionally, I will begin few other procedures to let the brigade feel the

change is actual, so, the working at offices till 1500 hrs. Individuals will get a grant to

have a weekend, establish suggestion and complaint site/ box for soldiers, and organize

a social gathering at the brigade and battalion level. I will open the counseling session

with brigade staff to improve them to the maximum performance, Maj Castillo will have

separate counseling. On the other hand, the ethical aspect will reform by relieving CPT

Cooper from his command and appoint this position according to the seniority order. I

will urge commanders, staff, and NCOs wives and families to start building a strong

relationship by communicating with each other and organize the regular gathering.

I will establish the guiding coalition 8 by receiving the recommendation from

commanders, brigade and battalions XOs, CSMs, and brigade chaplain. Moreover, I will
LTC: Ahmad Alqatamie SG: 04A

direct them to have mutual trust and support the creativity among the chain of

command. My vision 9 will be 4th ABCT is to reach an elite position in the US army. It

will be supported by having trust, ethics, teamwork, and commit to the mission

command besides balancing time for families. I will put a strategy to implement the plan

through clear and logic tasks based on the timeline for achievements. The guiding

coalition will have criteria to assess the progressive and correcting the mistakes. The

purpose of this involvement is to have a clear strategy and everyone has a role in it.

This part of execution shall give the opportunity to build the unit cohesiveness.

Communicating the changed vision is the next step in my reform plan, 10 by

implementing clear tasks and having a strong guiding coalition. Therefore, all that

process shall assure the communicating channel has to be open between all levels of

command. Meetings, indirect interviews, battalions’ commanders and CSMs will be

ordered to keep me up to date regards the progressive and the obstacles. Another step

I will take is empowering the leadership domain in 4th ABCT broad-based 11on the

action, through my guiding coalition to conduct positive activities to raise the brigade

forward. Junior leadership will play an important role in this stage by presenting the new

ideas and solve the problem at their level. Furthermore, NCOs will have the opportunity

to share their leaders the decision making and let them take responsibility. At the

brigade level, command and control exercises will be held to observe the strength and

weakness point to avoid it in the future.

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I will emphasize on the short-term win, so, the above procedures such as,

mutual trust, social gathering, teamwork, adhere to the mission command, open the

communications channels, share in the decision making, office work time, and family
LTC: Ahmad Alqatamie SG: 04A

time are a vital tool to touch some win at the beginning. Which raise the moral and allow

everybody to feel that change is an actual action not only plan and speech. My next
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step is consolidating gains and producing more changes, during this stage I will

exploit the achievement from the short-term win and guiding coalition. Moreover, I will

proceed to have direct and indirect feedback to make sure my plan achieving the goals

or needs some modifications. This allows me to apply additional changes to our

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approach when requires. To anchor the new access in the 4th ABCT environment, it

is necessary for the brigade individuals to see the result by their eyes. most likely it

leads to motivating them to obtain more achievements. the NTC period will help me to

observe the performance and guide me to correct the weak points. I will keep my door

open to update my information according to the reform plan process. I will support the

ethical aspect and take the decision for acting misconduct regardless of the name or the

rank.

In conclusion, 4th ABCT had various dilemmas that clearly related to one source;

no commitment of mission command. Other aspects contributed to enlarge the

problems are; no vision, mistrust, no teamwork, not balancing the work and family,

unwillingness to share information with NCOs, and neglecting to confront the issues.

This requires me to use a unique approach to reform the situation. Meetings, vision,

logic and clear tasks, share information, adhere to the mission command, and integrate

efforts into one goal are the key to correct the path. My method starts to assess the

current situation, then, I should design my plan based on different sources in 4 th ABCT.

This plan has to be reviewed regularly and conduct modification as needed, I expect a

lot of works, so, I have to be patient to reach my goals.

LTC: Ahmad Alqatamie SG: 04A

Endnotes
1
ADP 6-22.

2
ADRP 6-0.
3
The Vision Process: Seven Steps to a Better Organization, L109A.
4
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.

5
Bill McCollum, Ed. D and Matthew Broaddus, Leader imposed stress and organizational resilience,
L107A.

6
Improving while Operating: The Paradox of Learning, L106A.

7
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.
8
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.

9
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.
10
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.
11
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.
12
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.
13
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.
14
Billy Miller and Ken Turner, Leading Organizational Change: A Leader’s Role, L 104 RB.