Page 18 - Jackson Journal
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                   A Reflection of My First 90 Days
 Battalion Command is a significant leadership position within the Army. It directly supports the accomplishment of the organizational
mission and influences the soldiers’ development, noncommissioned officers, and officers in its ranks. After receiving a notification while in Afghanistan that I was selected to command for Headquarters, Headquarters Battalion (HHBN) Army Training Center Fort Jackson, time stood still. Experiencing paradoxical emotions, I was elated, anticipatory, and anxious for this tremendous opportunity. I believed time was on my side to develop a thorough understanding of the organization and develop
my leadership philosophy and counseling plan. A month later, on post-deployment leave in Virginia, that extended timeline evaporated. That day I
was activated almost a year early for Battalion Command. The notification was complete with an assumption of command date occurring in less than two months.
My new team established direct communication to build my information base on the organization and operating environment. Lucky for me, the Battalion already had one of the best teams in
any organization. My Executive Officer had been commanding the Battalion for months, and
my Command Sergeant Major is a tremendous organizational leader with a pulse on everything. Our close coordination and their professionalism and systems-based knowledge were the key contributing factors that made the initial transition more manageable than I assumed. Reflecting on the
LTC Scott Clare
first 90 days of command, I have made mistakes, but rather than dwelling on them, and I view them as slight deviations of growth opportunities towards the desired endstate.
Counseling, Mutual Trust, and Active Listening
In-Briefs, Senior Rater, and Rater counseling were my first opportunities to engage with HHBN’s leaders to obtain the organization’s ground truth and build an initial level of mutual trust. The InBriefs allowed that initial perspective of how each Battalion section and team viewed themselves. My traveling in-brief team consisted of the Command Sergeant Major, the Executive Officer, and myself. Upon reflection, this in-brief team provided a unified Command Team front that may have stifled more in-depth conversation. The in-briefs were very professional and provided a solid general overview, setting a great first impression. But, I was too focused on receiving the information instead
of engaging the leaders through dialogue. I pride myself on being an active listener, but this waned as a lack of inquiry did not occur during in-briefs.
Realizing the opportunity was not as effective
as I anticipated. I ensured the team had my email and asked them to provide follow-up information focused on gaps that exist, areas of organizational improvement, and obstacles that impact the mission. I thought the officers, non-commissioned officers (NCOs), and soldiers might feel more comfortable sending an email. I did not receive
a single message, which led me to believe either
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