Rebuilding the 2/7 Cavalry

I’m not in the mood to write my paper. Because I want to spend time with my family

It has been shown that a unit who posses a high fatigue level is a unit that is less focused on the mission, makes more mistakes and accomplishes less. A unit which has a good health rate between 80-100 percent will definitively achieve positive results on the battlefield; an organization which has medium health i.e. between 60- 80 percent can under certain situations be utilized and trusted upon, but should not be sent on a mission for defending unless it is absolutely necessary. Thirdly, a unit who has a very low health rate i.e. between 0-60 percent should not be depended upon to perform highly tactical activity. Thus, hereby the immediate strategy will lie in increasing our soldier’s health and decreasing their level of fatigue by ensuring that they are getting the required amount of sleep, and increasing their energy by providing them with nutritious meals. Ensure that their personal hygiene is tended to, their uniforms are cleaned and that their mail is delivered to them. We will not only heal their bodies, but we will heal their minds. It is essential for them to have individual as well as group counseling with an expert psychologist for the next 21 days. Efforts should be made for an environment to be implemented for the soldiers to bond in brotherhood, and feel safe.

As the soldiers are physically and mentally healing the command group will continue to lead, and motivate this battalion. These men will have the will to fight again when they develop confidence and trust in themselves and in this command. It is crucial for the command staff to re-instill the collective beliefs, values and standard for the future of this command. The command staff will lead by according to the Department of Army, Field Manual FM 22-100, (1999), “influencing people-by providing purpose, direction, and motivation-while operating to accomplish the mission and improving the organization”.1 The commander will provide a vision that is clear, concise, energetic, creative, relevant and achievable. .. It should also be ensured that subordinates are able to incorporate themselves into the vision. The army ethos will be known, discussed through lectures and exercises, and practiced on an everyday basis. A leadership development program can be instituted through systems of mentoring and coaching, sharing of experiences with subordinates, and having discussions regarding the various aspects of overcoming challenges.

The leadership of this command must be the role models with positive attitudes. This battalion’s leadership motto should be as said by Major General B Akers, 1981, “What did I do for the army today?”-Not “What did I plan today?”2 . In order for the men to develop trust in this command the leaders must be visible among them, have meals with the men, make time to listen to the soldiers, provide them the opportunities to discuss their problems and make every effort to lend a helping hand. Soldiers will respect and trust a command who can disseminate information honestly and in a timely manner, dispelling rumors which run rapidly through groups.
Motivation and confidence among the men will be lacking. They must be reminded of their earlier achievements. A fire in their minds and soul should be lighted, when discussing the mission purpose for which they were chosen. They should be reminded that they are duty bound towards their motherland, their fallen comrades, and towards the whole of humanity; they are saviors and guardians of the human race from the malicious designs of the terrorists.

As confidence in themselves and their motivation is increasing, as well as their trust in the command staff, training should begin. The strategy is to provide them with tough and realistic training on both individual and collective tasks. Training will be challenging with achievable and measured goals. Training should include the commanders as well as those soldiers who have just arrived as replacements. For the mission to move forward and achieve success there should be coordination in training amongst the new and seasoned soldiers in order for there to be synergy on the battlefield.

It is to be expected that there will be a lack of trust and even animosity between those who have recently arrived as replacements, and those who have survived the devastation. Each side thinking that the other is not highly functioning secondary to the positions that they are now in. Training must include exercises where the two must be dependant and trust in each other for success. Armatures train until they get it right, these soldiers are professionals and they are to train until they can’t get it wrong.

The unit has to be prepared for strenuous activity in the geographic area and the adverse climatic conditions. Those who were there may say that we are use to the climate, but do remember that these soldiers were injured and have been on convalescence. They must be rehabilitated and their physical stamina be strengthened.

These soldiers will be proficient in their warrior tasks. They must be technically and tactically sound. The weapons retrieved from the operation should be immediately sent to the weapons maintenance technicians for maintaining and repairing. These weapons will be returned to the soldier as soon as possible for technical proficiency training. Tactical exercises are a must. The soldiers will know the mission and its purpose. They will know the commander’s intent. Exercises which include alterations in the COA will allow and teach the soldiers to be resourceful, to improvise and achieve the same desired objective.

Finally, the bonds that were built, the trusts amongst soldiers and commanders, and the competencies of training will have to be maintained. This will be accomplished through, but is not limited to: 1) continued healthy interactions, such as the command caring for and about their soldiers by taking a personal interest in the soldiers wellbeing, learning their names, finding out about their families etc. 2) Awards and decorations to the Commanders and soldiers go a long way in recognizing the soldier’s valor, their meritorious service and achievements on the battle field. 3) A leader who can have a sense of humor. Humor rejuvenates a soul, builds personal repot and a spirit of cooperation. 4) The army values and standards should continue to be clear, be learned and be practiced. 5) Training, both technical and tactical has to carry on.

In closing the 2/7 Cavalry will be cared for, they will heal physically and mentally. The will have leadership which they can trust, who will lead them by way of motivation and instill confidence. This unit will train as a well oiled machine dependant on all its parts. They will be technically and tactically solid, learn how to change a COA and still accomplish the objective. With this draft strategy, the G3 mission will definitely be successful and the unit will be ready to execute within 21 days.

REFERENCES:

• Headquarters Department of the Army, (1999), FM 22-100, Army Leadership, Be, Know, Do, Field Manual No. 22-100.
• Leonard Wong, Gerras Stephen, Kidd William, Pricone Robert & Swengros Richard (2003) Strategic Leadership Competencies Retrieved on Feb.11, 2007.
• Linderman F.Gerald & Morrison F.John (1988-89) The John F. Morrison Lecture in Military History Military Leadership and the American Experience.
• Lt. Col. Batschelet W.Allen, Field Artillery ( May-June 2003) Effects-Based
• Operations for Joint Warfighters, The US Army Professional Writing Collection Retrieved on Feb.11,2007.
• Raghavan B. S. (Friday, June 15, 2001) Low morale in US Army?–Recruitment and retention pose problems Business Line (Internet Edition),Financial Daily Retrieved on Feb.11,2007.