Congo Experience Part-2

LEADERSHIP VIS A VIS MANPOWER AND RESOURCE MANAGEMENT

1.Bangladesh is the second largest troops contributing country (TCC) in the world for the UN. I've done UN mission twice, in Ivory Coast and in DR Congo. Just before joining the staff course I had been in Congo with BANENGR. At first BANENGR base camp was loc in MOBUNE which is in southeast Congo. There our camp was well set with all its eqpt, heavy vehicle, accommodations etc. Unfortunately after nine months of our mission, we were ordered to shift our entire base camp to a new loc which is around 500 km away in a separate province. Again we have to finish shifting the entire camp and give completion report to UN HQ within 02 months.

2.  This time my CO asked me to take over as advance party commander of 40 persons. After recce I found that establishing a full fledged camp in the new location is a mammoth task which require major engineering effort. Moreover, the new camp site was located in a remote location which was controlled by the rebel group of Congo. In a nutshell, the mission I received was quite challenging and demands sound planning, hard work and motivation of all.

3.  At that instan, we were left with only 3 months of our mission. Actually troops were in a going mood and wrapping up their mission asg. Therefore, one point was certain to all sldrs that they had to undergo extreme hardship and fatigue but they wont be able to enjoy the fruit. Soldiers could realize that they had to work throughout the day and give sentry post duty at night. This is really a very difficult task for an individual.

4.  Sensing the huge hardship, the soldiers became demotivated, lathergic and started giving funny problems. Initially the progress of work was very slow and discouraging. Then to get rid of such stumbling block I started envolving myself with the tps for maximum possible time. I gave them mission oriented task, adequate resources and approprite guidance. I started giving incentives to them for successful complition of assigned tasks. Inside camp, all possible recreational facilities were arranged and their over night duty was made relaxed. By this I could create an environment so that troops can endure hardship in a smiling face. Thus, we could finish the project well in time.
5. Lesson learnt from this experience are:
    a.   As a ldr mere passing the order wont suffice, rather devising plan, allocating resources and ensuring progress is very important.
   b. Proper motivation can bring the change, convert the impossible into possible. Undercommand can do or undo anything if they get the spark from the leader.
  c. Taking care of troops, to know their difficulties, enhanced interpersonal relationships is very effective tool. Here we get the proof of the statement, men first, mission always.

Leadership Challenges part-1

1. To define ldrrship FM Bernard Montgomery said, "it's the capacity and will to rally men and women to a common purpose,and the character that will inspire confidence."
2. Likewise ldrship is inherent in a mil offr's fun. In mil it is regarded as th emost effective driving tool for a unit. On the other hand, units/subunits, though smallest, are the most important elements in the organizational structure of Army. Ldrship at sub-unit level, recently has assumed a complexs dimension due to overall socioeconomic changes and influence of technological advancement.
3. It was the year 2009 when I was posted in 10 RE Bn at Postagolla Cantt. RE Bns have watercrafts like LCT, LCU,LCVP etc. Previously, these vessels were op by civil crews. However sometimes around 2008, Army took the decision to make sldrs of Corp of Engrs as marine driver and marine master . By this , Army intend to stop recruiting civil crews and op the vessels by the sldrs.
4. At that time I was holding the appt of Coy Comd of RTN Coy of my unit. As such, all the water crafts and related manpower was under my comd. y CO in the WCT of that year gave me the responsibility of org trg for the sldr so that all the crews can be competent in op their watercrafts independently. I chalked out a trg prog so that all sldrs get adequate prac and chance to op their watercraft.
5. However, to my utter surprize, I started facing deterrance from the concern JCO, NCOS and marine personnel. I found the sldrs are not willing to handle the watercrafts. After talking to few sldrs, i could learn that sldrs have the fear of committing accident by ameture handling. Noone is interested to be involved in such risks and ruin his career. At the same time the civil crews who were resp to train the new sldrs, are also unwilling to impart lessons. Civil crews have the apprehension of loosing their job and dominance over the watercrafts.
6. As a whole being the in charge of this group, I faced extreme difficulty to instigate them to the business and get the job done. I realized that there is a need for extreme motivation and ground work before bringing any change. at last after series of motivation, I could bring the two groups in right track and conduct the trg to make the operators efficient on watercraft.
7. The lessons I 've learnt from this incident are:

    a. Before bringing any major change in the orthodox pattern of sldrs' life, offrs need to understand the   overall psyche of tps.

    b. UC looks for validation and acceptablre reasoning before undertaking any hardship. Here lies the need for motivation and guidance.

    c. Ldrs must be involved in team efforts and UC must feel the warmth of his pers touch in any asg.