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The 56th Armored Brigade Combat Team is undergoing a time of leadership transition during post installation surgeries. All indications in my first assessment show the critical leadership difficulty is present in the culture of the organization. The organization has developed a bad command climate that has digressed from an organizational culture based on esprit de corps, that eased motivated and capable leaders who were a part of a mission ready and cohesive group. 56th ABCT is currently in its own RESET phase after its most recent battle deployment to Afghanistan. Indications from command climate surveys, and my assessment of the Center for Army Lessons Learned (CALL)'s report about the brigade's operation in Afghanistan reveals the unit's ability to perform its wartime mission is below the standards. Soldier resiliency, training, unit cohesion, and general pride in unit are all obstacles that must be addressed and overcome in order to allow your unit to become a mission ready and effective unit ready to do its wartime mission. The bedrock of the 56th Armored Brigade Combat Team is the soldier. For our troops to become effective members of the device, they must be resilient; meaning that they need to have the ability to withstand stressors put on them by their own environment and continue to work to standard. I've identified issues of concern that has to be addressed. First, we are at the RESET phase and will likely be losing an important part of our staff and soldiers from subordinate units. What this means for everybody involved is there should be an expectation that the workload is just going to get warmer in the coming weeks as we prepare to get our unit containers and redeploying equipment from Afghanistan along with twist in of ancillary equipme...