Organizational Improvement with the 56th Hbct

Organizational Improvement with the 56th HBCT

There is a critical, ongoing leadership crisis for the soldiers and leaders of the 56th HBCT. Historical data from the HBCT’s recent deployment to Afghanistan indicate that the soldier and leaders within the Brigade are under varying degrees of stress and many soldiers and leaders are beginning to show signs of low morale. The stress and low morale that seems to be apparent is having a ripple effect amongst the force, to include the families of our soldiers. There is an impression or belief amongst soldiers and leaders, either from comments made or actions taken; that the leadership from our higher headquarters is not supporting the specified reset timeline due to the taskings that continue to bear down on the unit. Dedicated, stable leadership needs to be established immediately in order to improve the moral of soldiers, improve family relationships and to increase the mental and physical wellness of all involved. These issues desperately need to be addressed with the support of the Division Commander and CSM and subsequently by the stable leadership that will be set in place.

The death of the HBCT Commander, CSM and the Battalion Commander at the 5 month point of the units Afghanistan deployment seems to be one of the defining points along the “long line of hardship” that the HBCT has faced. Overall, the circumstances that essentially led the HBCT to the point that they are today, began at pre-mobilization training. The 56th HBCT trained on M1 and M2 Bradley platforms prior to deployment and during stability operations, but had to learn seven different MRAP variant vehicles once they arrived in Afghanistan. There were very few drivers training assets available at Bagram Air Base for training, so this added stress to an already stressful situation.   Many of the HBCT’s armor, engineer, artillery and other non-infantry soldiers filled Infantry positions that they had not been previously trained for. These...