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                 application and hands on drills. Increased presence and dialogue has led to increased candor with leadership, which resulted in changes that make our organization more effective.
Oddly enough, the Battalion leadership were the only people in the organization who thought there may be a “have” and “have not” mentality.
are an advantage. They are part of our HARDCORE culture and we need to ensure that pride is instilled within arriving teammates.
Since we cannot always be in two locations at one time, it is important that our entire formation has commitment to the mission, team and each other. Constant leader presence will usually always
result in compliance or “where the Soldier is willing to do what the leader asks, but
is indifferent rather than passionate about it and will make
only a token effort.”2 Trust, the bedrock of all our formations, would be tested with the move. We had to ensure that our cadre were committed and dedicated to our vision, mission and approach.3 Instilling and maintaining this commitment would
require influence. Influence can be gained through trust, admiration and respect of the team.4 Gaining influence takes time, is bolstered by words followed with tangible actions, and requires accepting prudent risk and providing a clear intent. We found that counseling can be a powerful tool, if it’s done routinely and is a two way conversation.
I’m sure to many this sounds obvious, but in my experience, counseling usually occurs when you arrive to a unit and when you get your evaluation. Occasionally, the evaluation is a surprise and you leave thinking, “I wish I knew that six months
ago so I could fix it.” Taking the time to conduct quarterly counseling at the Battalion level and enforcing it at the Company level has allowed us to influence a significant portion of the team, find resources and leverage them to develop and assist our cadre when they need it. One of
Education INC., 2002, pg-147.
 Many of our Cadre and Drill Sergeants who moved into the new footprint actually miss the relocatable barracks to a certain extent. Living and operating in a more austere location than our peers has become part of the culture of the HARDCORE Battalion. Leaders may hear some complaints about the conditions, but in the same sentence also hear our cadre express pride in how we are producing just as an effective and consistent outcome as those who have more resources. The HARDCORE Soldier is resilient, agile and determined. Whether we are in the relocatable barracks for three or ten more years, we will continue to produce the best Soldiers on Fort Jackson. As a Drill Sergeant who recently de- hatted told me: “Sir, despite the conditions of our relocatable, I wouldn’t have had it any other way.” This sentiment is not unique, it is actually very common within the formation. It became apparent to the leadership that in many ways the relocatables
2) Gary Yukl, Leadership in Organizations, Sixth ed. New Jersey: Pearson
3) Commitment is defined by Dr. Gary Yukl as an “outcome in which the target person agrees with a request or decision from the agent and makes a strong effort to carry out the request or execute the decision.”
4) Dr. Gene Khan. The Application of Power and Influence in Organizational Leadership. Fort Leavenworth, KS Command and General Staff College., 2018. Pg-4.
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