Page 94 - Jackson Journal
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                As the G5 of Fort Jackson, I have had the opportunity over the last 20 months to interact and observe the Commanding General (CG) on numerous occasions in various settings; training events, briefings, meetings and social events to name a few. Through his leadership he has established, along with his command teams throughout the installation, the best command climate I have observed at Fort Jackson in the 12 years that I have worked here.
Every commander should realize the tremendous impact and influence that their own leadership has on their organization’s climate. Commanders should become familiar with and embody the leadership attributes and competencies in the Leadership Requirements Model in Army Doctrine Publication
(ADP) 6-22, Army Leadership and The Profession, July 2019. BG Beagle’s leadership while serving as the Commanding General of Fort Jackson exemplifies the best of these attributes and competencies and is one of the main reasons for the dramatic improvement in Fort Jackson’s command climate.
The following seven topics are a few examples of the type of leadership actions or behaviors commanders can take to improve their unit’s climate:
Servant leadership: Know and genuinely care about the people you lead. The two most important words that come out of your mouth should be “Thank You”. Go out of your way to recognize the folks behind the scenes who often never receive the credit they deserve. Even in today’s social
media and email environment, nothing quite says I appreciate what you do
like a personal, hand written note of thanks or congratulations.
Change: When you take command do not just change something for change’s sake. Be very thoughtful and deliberate before making organizational changes and ensure that you ask and listen to feedback from folks in the organization. When the CG took command he did not automatically start making changes to the organization. Instead, he recognized the goodness of things that had been done and the effort/energy that had gone into changing how we were conducting day to day operations, all of those things generally put into place by his predecessor. He made a conscious and deliberate decision to, in his words, “consolidate gains”, refine what we were doing to achieve consistency, and rather than do more, let’s do what we are doing, but do it better.
Reception and integration: Place a strong emphasis on welcoming and integrating new Soldiers or Army Civilians into your organization. The CG and Post CSM, CSM Gan, always stop whenever they see a moving truck in the housing area, either to welcome a new family to Fort Jackson or thank a departing family for their service.
Lead by example: Conduct physical training (PT) with your unit every day, have a strong work ethic and always hold yourself to the same standard as everyone else. Be willing and able to do what you ask of your Soldiers.
Build the team: One team, Fort Jackson. The team you are on is more important than the team you are with. Share your thoughts and experiences with your team. Anytime you go away to attend a conference, individual training or even a social event off post, your Soldiers or Army Civilians should also benefit from that experience. The CG takes the time to write notes on what he observed and learned from these types
of events and shares these notes with the team, especially highlighting issues or ideas that could possibly impact operations or Soldiers, Army Civilians, or Family members.
Value people’s time: Always be on time, nothing says that you value and respect someone more than being on time. As a leader it is very easy to slip into the “They can wait for me” mentality. At all costs, try not to let this happen. Take the time and effort to prepare for meetings, briefings or training events that you will
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