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                 through the problem. The Command and Staff meeting is still a work in progress. Still, I believe the Battalion now utilizes the information more effectively across the organization than compiling slides to be presented to the Commander. The meeting is now conducted less frequently to give time back to the staff and companies, allowing for empowered execution at lower levels to increase effectiveness.
Additionally, the Battalion had a weekly standup of the big five (Commander, Command Sergeant Major, Executive Officer, Adjutant, and Operations Officer), which focused on synchronizing the Commander’s calendar. I adjusted the meeting to include Company Command Teams and critical staff to synchronize across the organization and employ resources. The meeting also significantly decreased from an hour to twenty minutes. This battle rhythm event has been a positive change as the Battalion can synchronize and share resources effectively. This meeting may continue to mutate depending on the needs of the organization.
Disruption and Adaptation
During Lean Six Sigma training, I learned
the Pareto Principle (twenty percent of the work consumes eighty percent of the time). Upon command, I promised myself I would not fall
prey to or let the staff get consumed with minor disruptions. Admittingly, this has been a struggle, as the battalion steps in and out of a reactionary mode due to known or unknown disruptions. Regardless of the event, each disruption allows
for an opportunity for the staff to learn and grow. During counseling to the leaders, I expressed
we need to embrace errors to grow and gain experience. But I need to ensure that the
learning process is appropriately documented
and promulgated through the unit to avoid future mistakes. Also, I have to continually remind myself to avoid focusing on the very small percentage of misconduct or discipline. These disruptions will occur, but my overall attention needs to focus on the entire team performing at a high level.
After the first ninety days, my long-term goal
is to build towards a learning organization that is resilient and adaptable. I will need to continually increase the number of top-performing team members (which is already high), ensure their skillset is shared to enhance the organization,
and provide opportunities to continue growth.
My plan to achieve the desired objective is still
in the development phase but will incorporate a purpose-driven learning process and a dedicated professional leader development program. Holistically viewing my approach, my leader development program needs dedicated attention to ensure that established procedures and knowledge is promulgated to maintain a strong foundation. This is extremely important as the Battalion will face a significant turnover this summer.
Like many other leaders, my belief is always to strive to improve the organization. As I reflect on my first ninety days, I am incredibly optimistic
in the Battalion’s direction. The team has high performing reliable leaders who care, but just as important, are not locked in a fixed mindset. The team is open to looking at complicated problems through a different optic to achieve the desired results, which is all that is needed. I believe the team understands the goal to change focus from being efficient and siloed toward becoming
an effective organization that is adaptive in its thinking. Looking at my mistakes as slight deviations enables me to focus on the larger goal and concentrate on developing the Battalion’s team and leaders.
LTC Clare is the Commander of Headquarters and Headquarters Battalion, USAG, Fort Jackson.
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