Case Study

You are LTC Wood a promotable lieutenant colonel who commanded a battalion in the 56th Heavy Brigade Combat Team (HBCT).   One month ago you returned to the 56th HBCT after a 2 ½-year absence to assume the Deputy Brigade Commander’s (DCO) position.   While you are excited about getting reacquainted and acclimated with your old unit, you know that a lot has happened, including a deployment, in your absence.  

The 56th Heavy Brigade Combat Team (HBCT) returned from Afghanistan 55 days ago and is now in its RESET phase of the ARFORGEN process. The 56th’s parent division headquarters and the other three divisional BCTs did not deploy with the brigade.   Instead, the 56th HBCT worked for two other divisions during their deployment and with a number of other BCTs.   Further, due to operational needs and capability shortfalls in another brigade, the 56th detached one of its combined arms battalions for thirteen of the deployment’s fifteen months. The brigade has been back at home station for almost two months; Reintegration Training and block leave are complete.   As you settle into your new position and surroundings, you realize that few, if any, of the HBCT staff remains from your last tour with the unit.   Further, many of the current HBCT staff will PCS in the next few months.   The change of command for five of the six battalions is scheduled in the next 30 days.   Your initial conversations with COL Domingo, the brigade commander (BCO), LTC(P) Johnson, the outgoing deputy brigade commander (DCO), and CSM Howell, the brigade command sergeant major, were positive.   All appear to have genuine concerns about the actions needed to improve the brigade and prepare it for the next mission.