Existence teaches individuals that challenges may occur anytime, sometimes without anticipation. Resilience is crucial in surviving these challenges. Not only is resilience important as a human trait but also as a culture in organizations and institutions. The paper argues that as Command Sergeants Majors (CSMs) or as Sergeants Majors (SGMs), it is crucial to understand the various levels of combat and operational stress their Soldiers are subject to in their operating environment. Effective leadership understands the role that too much or even too little stress plays in influencing the morale and well-being of their Soldiers and conditions them to recognize normal reactions to abnormal experiences, creating organizational resiliency (Department of the Army, 2019). It is the responsibility of a CSM or an SGM to employ strategies for managing organizational stress and developing resilient defense organizations.
According to the paper, strategies to develop resilience in the organization should be in place before, during, and after combat. Some of the techniques include; maintaining awareness of the mental health and well-being of their Soldiers, encouraging a balance in Soldiers’ work and life, family or peer support systems, and education concerning operational and combat stress (Department of the Army, 2019). The paper successfully describes strategies that might help manage stress hence building resilient organizations.
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In conclusion, it is the Command Sergeants Majors (CSMs) responsibility and the Sergeants Majors (SGMs) to collaborate with their organizations to cultivate the culture of resilience. This culture will help survive what soldiers may not anticipate and challenging events in the present environment.
Reference
Department of the Army. (2019). Army leadership and the profession (ADP 6-22). Retrieved from https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20C1%20FINAL%20WEB.pdf.
