The 56th Armored Brigade suffers from a number of serious problems that prevent it from functioning as a high-performance organization. A poor command climate created by a commander who slept at the wheel, combined with a challenging deployment in which the brigade faced significant challenges, robbed the unit of any form of collective morale. As an incoming commander replacing a relieved brigade commander, my first priority will be to evaluate the current subordinate leaders in the unit; second, I would immediately implement stress reduction policies, and third, I would establish a training program aimed at energizing officers and noncommissioned officers and returning them to a professional mindset. To carry out what has become a routine task in the Army during the last twelve years, to rebuild a collapsed organization, I will rely on the "Rocket Model". The six-area approach will allow me to conceptually frame my effort and provide a framework for evaluation. Before the real work can begin, the unit must first be purged of toxic, low-performing leaders. S4 MAJ Wilson and company commander Captain Cooper should be investigated but Wilson should also be removed from his position and sent to the division, a suitable replacement will be found within the Brigade even if he is a captain. If any sign of impropriety is found Cooper will be relieved and punished to the maximum, if he is exonerated he will be transferred to Brigade Headquarters to serve on the staff until his next PCS. This action must be public and discreet, it must not be openly stated that the S4 is being moved for misconduct until the investigation is complete, but the implication is... middle of the paper... stress level they are applying for. Ultimately we must remember that the goal is not necessarily to create a highly disciplined unit but rather to create a high-performance organization. The end result of this six-step approach should be a dramatic improvement in your drive's performance in a short period of time. . The removal of toxic leaders and the creation of an LPD program combined with a focused approach to reducing stressors affecting unit personnel in support of a mission statement that places soldier well-being on equal footing with performance of the unit should achieve our goal, however we must constantly evaluate the results produced through these efforts. To make this a long-term success will require periodic review of the LPD program and mission/vision statement, as well as policy letters associated with the effort to rebuild the brigade..