TRAINING MANAGEMENT.

TRAINING MANAGEMENT

“In no other profession are the penalties for employing untrained personnel so appalling or so irrevocable as in the military.” - General Douglas MacArthur

COMMANDER’S RESPONSIBILITIES IN TRAINING
INVEST PERSONAL TIME , ENERGY AND GUIDANCE TRAIN ONE LEVEL DOWN, EVALUATE TWO LEVELS DOWN DEVELOP VISION OR INTENT (FOCUS) TRAIN THE TRAINER ESTABLISH A REALISTIC, SAFE TRAINING PROGRAM FOSTER A POSITIVE COMMAND CLIMATE

RESPONSIBILITIES IN TRAINING
COMMANDER’S RESPONSIBILITIES IN TRAINING (C0N’T) INVOLVED IN ALL ASPECTS OF TRAINING CLEARLY STATE EXPECTATIONS PROTECT UNITS FROM TRAINING DISTRACTERS ENSURE SUBORDINATE COMMANDERS UNDERSTAND THE IMPORTANCE OF TRAINING MEETINGS PROTECT RESOURCES FOR TRAINING PERSONALLY VISIT TRAINING

OVERLAPPING TRAINING RESPONSIBILITIES
COMMANDER OFFICERS NCOs COLLECTIVE TRAINING LEADER TRAINING SOLDIER TRAINING

LEADER’S RESPONSIBILITIES IN TRAINING
CENTRALIZE TRAINING PLANNING DECENTRALIZE TRAINING EXECUTION ESTABLISH EFFECTIVE COMMUNICATIONS DEMAND TRAINING BE EXECUTED TO THE ARMY STANDARD UNDERSTAND THE ROLE OF THE RESERVE COMPONENTS TRAINED THE COMBINED ARMS TEAM

PRINCIPLES OF TRAINING
TRAIN AS A COMBINED ARMS AND SERVICES TEAM TRAIN AS YOU FIGHT USE APPROPRIATE DOCTRINE USE PERFORMANCE-ORIENTED TRAINING TRAIN TO CHALLENGE TRAIN TO SUSTAIN PROFICIENCY TRAIN USING MULTIECHELON TECHNIQUES TRAIN TO MAINTAIN MAKE COMMANDERS (LEADERS) THE PRIMARY TRAINERS

TRAINED AS A COMBINED ARMS AND SERVICES TEAM
SYNCHRONIZE COMBAT ARMS, COMBAT SUPPORT, AND SERVICE SUPPORT SYSTEMS TRAIN FOR WAR BUILD TEAM UNDERSTANDING AND COHESION

TRAIN AS YOU FIGHT REPLICATE THE BATTLEFIELD
INCREASE DIFFICULTY TO ATTAIN THE ARMY STANDARD TRAIN UNDER REALISTIC (WARTIME) CONDITIONS TRAIN AGAINST OPFOR REPLICATING THE THREAT TRAIN WITH REALISM TRAIN SAFELY

USE APPROPRIATE DOCTRINE
TRAIN USING ARMY DOCTRINE TRAIN TO THE ARMY STANDARD DEVELOP STANDARDS WHEN THE ARMY STANDARD IS UNPUBLISHED (APPROVED TWO LEVELS UP)

USE PERFORMANCE ORIENTED TRAINING
ACTION, CONDITIONS, AND STANDARDS ARE KNOWN RETRAIN UNTIL THE STANDARD IS MET ENFORCE THE STANDARD AT ALL TIMES DO THE TASK, DON’T TALK OR READ ABOUT IT BATTLEFIELD MISSION PROFICIENCY

TRAIN TO CHALLENGE TOUGH REALISITIC
MENTALLY AND PHYSICALLY CHALLENGING BUILDS COMPETENCE AND CONFIDENCE ENCOURAGES INITIATIVE

TRAIN TO SUSTAIN PROFICIENCY
SUSTAINMENT TRAINIING BUILDS ON MASTERED TASKS OPPORTUNITY TRAINING HONES KNOWN TASKS OPPORTUNITY TRAINING PRESELECTED PRE-PLANNED CRITICAL TASKS CONDUCTED WHEN UNSCHEDULED TIME IS AVAILABLE BAND OF EXCELLENCE

SUSTAINMENT TRAINING BAND
PROFICIENCY BAND OF EXCELLENCE SUSTAINMENT TRAINING BAND MEAN KEY PERSONNEL TURNOVER NEW EQUIPMENT FIELDING NEW EQUIPMENT TRAINING GUNNERY (JAN) E X V A L POST SUPPORT (OCT) DIV CPX (APR) T F TF EXEVAL (JUL) GUNNERY (AUG) SQD STX PLT STX CO FTX (FEB) CO TM EXEVAL (MAY) LCX (NOV) NTC ROTATION (JUL) PLT EXEVAL (DEC) WPNS TNG (SEP) BDE TF CPX FTX (MAR) CO TM STX DEPLOY (JUN) TIME

TRAIN USING MULTIECHELON TECHNIQUES
MULTIECHELON TRAINING SIMULTANEOUS TRAINING OF MORE THAN ONE ECHELON ON DIFFERENT TASKS. EXAMPLES OF MULTIECHELON TRAINING ARE THE CONCURRENT CONDUCT OF DIFFERENT EXERCISES BY SUBORDINATE ELEMENTS IN A UNIT AND THE TRAINING OF DIFFERENT TASKS BY ELEMENTS OF THE SAME UNIT ALL MULTIECHELON TRAINING INCLUDES SOLDIER AND LEADER TRAINING MOST EFFECTIVE WAY TO TRAIN AND SUSTAIN EACH ECHELON

TRAIN TO MAINTAIN MAINTAIN TRAIN MAINTAIN TO TRAIN
SCHEDULE MAINTENANCE TO REINFORCE SYSTEMS APPROACH MAINTAIN TO THE ARMY TECHNICAL MANUAL 10/20 STANDARD TRAIN TO MAINTAIN ALL UNIT EQUIPMENT CONDUCT OPPORTUNITY TRAINING TO SUSTAIN PROFICIENCY MAINTAIN TRAIN

COMMANDERS AND LEADERS ARE THE PRIMARY TRAINERS
PERSONALLY INVOLVED IN TRAINING THE TRAINER JUNIOR LEADER DEVELOPMENT OFFICER AND NCO LEADERS

LEADER DEVELOPMENT Values and Ethics Expectations and Standards
Assessment Remediation and Reinforcement Feedback Institutional Training and Education Operational Assignments Self- Development

BATTLE FOCUS DRIVES PEACETIME TRAINING REQUIREMENTS FROM WARTIME MISSIONS METL PROVIDES FOCUS LINKS MISSION ESSENTIAL TASKS TO SOLDIER TASKS

Battle Focus Battle Focus E A C H O M E L A E N C A D H D E R N R C O
Selects Collective METL Tasks Conducts Training Assessment Determines Training Objectives Determines Plan for Training Conducts Pre-Execution Checks Executes Training and AAR’s Evaluates Against Standards Selects Soldier Tasks E A C H O M N D R E L A E C A H D E N R C O

TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS ESTABLISH MISSION ESSENTIAL TASK LIST PREPARE TRAINING ASSESSMENT CONDUCT UNIT ASSESSMENT PREPARE LONG RANGE PLAN FEEDBACK PREPARE SHORT RANGE PLAN EVALUATE TRAINING PREPARE NEAR TERM PLAN EXECUTE TRAINING

METL DEVEVELOPMENT WAR PLANS EXTERNAL DIRECTIVES COMMANDER’S ANALYSIS
MISSION ESSENTIAL TASK LIST EXTERNAL DIRECTIVES

KEY POINTS OF METL DEVELOPMENT
NOT AFFECTED BY RESOURCE AVAILABILITY NOT PRIORITIZED SUPPORTS AND COMPLEMENTS METL OF NEXT HIGHER HQ UNDERSTOOD BY CSM AND KEY NCOs APPLIES TO ENTIRE UNIT MAY VARY FROM LIKE UNITS BECAUSE OF DIFFERENT WARTIME MISSIONS OR LOCATIONS

KEY POINTS OF METL DEVELOPMENT (CONT)
BRIEF TO AND APPROVED BY NEXT HIGHER COMMANDER COMPANY IS THE LOWEST LOVEL TO PREPARE A METL BATTALION STAFFS METLs APPROVED BY BATTALION COMMANDER BATTALION COMMANDERS ENSURE STAFF, SLICE, AND COMPANY METLs ARE COORDINATED AND MUTUALLY SUPPORTING USE A TEAM APPROACH TO METL DEVELOPMENT WHEN TASK ORGANIZATION CHANGES, COMMANDERS MUST UNDERSTAND EACH UNIT’S CAPABILITIES AND LIMITATIONS WHEN REEXAMINING THE METL

BATTLEFIELD OPERATING SYSTEMS
MANEUVER FIRE SUPPORT MOBILITY/SURVIVABILITY INTELLIGENCE AIR DEFENSE COMMAND AND CONTROL COMBAT SERVICE SUPPORT

Battlefield Operating Systems
Maneuver: The employment of forces on the battlefield through movement of direct fires to achieve a position of advantage in respect to enemy ground forces. Includes: direct fire systems, small arms, tank guns, attack helicopter fires. Fire Support: Collective / Coordinated use of target acquisition data, indirect fire weapons, armed aircraft, ect against ground targets in support of maneuver forces. Includes: artillery, mortars, non-line of sight weapons, naval gunfire, CAS, and electronic countermeasures.

Mobility / Survivability: Permits freedom of movement relative to the enemy. Includes measures taken taken to maintain operability through protection from effects of weapons systems and natural resources. Intelligence: Generates knowledge of enemy, weather, and geographical features required by a CDR in planning and conducting combat Ops through thorough analysis. Air Defense: All measures designed to counter the effectiveness of attack by hostile aircraft of missiles after they are airborne.

Command and Control: The exercise of authority and direction by a designated commander over assigned forces towards the accomplishment of the mission. Combat Service Support: The support and assistance provided to sustain forces, primarily in the field of logistics, personnel services and health services.

BATTALION METL DEVELOPMENT SEQUENCE
RECEIVE BDE MISSION & METL RESTATE THE WARTIME MISSION SELECTS CRITICAL TASKS (METL) APPROVAL FROM BDE COMMANDER PROVIDE METL TO STAFF & COMPANY COMMANDERS

RELATIONSHIP OF SOLDIER AND LEADER TASK TO COLLECTIVE TASKS AND METL
BATTALION MISSION COMPANY MISSION BATTALION METL COMPANY METL DETERMINES BATTALION BATTLE TASK PLATOON COLLECTIVE TASK DETERMINES SUPPORTS SQUAD COLLECTIVE TASKS DETERMINES SUPPORTS LEADER SOLDIER TASKS SUPPORTS

Battle Task A Battle Task is a METL Task that must be accomplished and is essential to provide/ determine the success of the next higher unit Battle Tasks are derived from the next lower level commands METL Battalion is the lowest level to have a Battle Task

TASK APPROVAL MATRIX SOLDIER TO TASK BE TRAINED SELECTION APPROVE
REVIEW 1SG PSG SL TM LDR SOLDIER CSM 1SG PSG SL TM LDR CO CDR PLT LDR/CO CDR PLT LDR/1SG PSG/PLT LDR SL/PSG BN CDR CO CDR PLT LDR

EXAMPLE OF A SQUAD COLLECTIVE TASK LIST
Platoon Collective Task - Conduct a Zone Reconnaissance Squad Collective Tasks CONDUCT A PLATOON RECONNAISSANCE MISSION CONDUCT THE MANEUVER OF A SQUAD PREPARE/UPDATE ENEMY/FRIENDLY SITUATION MAP MONITOR OPERATIONS/MOVEMENTS OF SUBORDINATE UNITS DETERMINE AND USE TECHNIQUES OF MOVEMENT FOR MOUNTED MP SQUAD Military Police Drills DRILLS ARTEP

Modification of Training Objective for Mission Essential Task
Identify Platoon / Squad collective tasks and supporting leader and soldier tasks Identify standards IAW MTP’s and SM’s As local conditions vary, leaders must modify the conditions statement to fit the training environment and their unit’s level of proficiency Condition statements may be altered but must still create a realistic and demanding training environment Conditions should be adjusted so that the standards remain appropriate to the task

EXAMPLE TRAINING OBJECTIVE FOR A MISSION ESSENTIAL TASK
MISSION ESSENTIAL Supervise Area/Zone Reconnaissance TASK: CONDITION: The company in support of the corps has been directed by the battalion commander to conduct area/zone reconnaissance patrol operations. The company commander directs the operations center to coordinate and monitor the platoon’s area/zone reconnaissance operations. STANDARDS: ) Operations sergeant plans mission requirements. A) Coordinate for reconnaissance overflight if possible (conduct map reconnaissance at a minimum). B) Coordinate integration of indirect fire support 2) Operations sergeant coordinates with platoon(s) for area/zone reconnaissance operations

EXAMPLE TRAINING OBJECTIVE FOR A MISSION ESSENTIAL TASK (con’t)
STANDARDS: A) Specify areas/zones to be reconnoitered. B) Determine platoon(s) support requirements. 3) Operations center coordinates additional planning. A) Update intelligence and damage operations as required. B) Modify maneuver control measures and integrate into orders as required. 4) Operations center receives situation/spot reports from platoon(s). A) Consolidate into company overlay. B) Forward reports to battalion

DO PE # 1 & 2

WARTIME MISSIONS ESTABLISH MISSION ESSENTIAL TASK LIST FEEDBACK PREPARE LONG RANGE PLAN SHORT RANGE NEAR TERM EXECUTE TRAINING EVALUATE CONDUCT UNIT ASSESSMENT PREPARE TRAINING

TRAINING ASSESSMENT REQUIRED FOR EACH METL TASK,
PLATOON AND SQUAD COLLECTIVE TASK, LEADER TASK AND SOLDIER TASK SNAPSHOT OF CURRENT COLLECTIVE LEADER, AND SOLDIER TASK PROFICIENCY COMPARES TASK PROFICIENCY TO ARMY STANDARD

TRAINING ASSESSMENT TRAINING ASSESSED AS: T = trained
P = needs practice U = untrained ASSESSMENT WORKSHEET PROVIDES BASIS FOR FUTURE TRAINING

ASSESSMENT 1/270/230 MP COLLECTIVE TASK: DEFEND
SQUAD TRAINING PROFICIENCY TASK OVERALL HQ *POSITION OF CREW SERVED WEAPONS *RANGE CARDS FOR M203 DEFEND T P P T P

ASSESSMENT TOOLS LEADER BOOK BATTLE ROSTERS CO/PLT EXEVALS
SQD/TM LANES AFTER ACTION REVIEWS

DO PE # 3

WARTIME MISSIONS ESTABLISH MISSION ESSENTIAL TASK LIST FEEDBACK PREPARE TRAINING ASSESSMENT PREPARE LONG RANGE PLAN SHORT RANGE NEAR TERM EXECUTE TRAINING EVALUATE CONDUCT UNIT

Time Management System
RED - Maximize Leaves and Passes - Schedule Appointments - Support Missions and Details (LE for MP) AMBER - Individual to Squad Level Tasks - Scheduled Maintenance/Mandatory Training - Don’t neglect to Plan Green - Collective Task Focus (PLT and Above) - Commander Approves Absences - Plan for Resources

LONG-RANGE PLANNING PROCESS
UNIT ASSESSMENT COMMANDER’S GUIDANCE PRODUCES AC - 1 YR OUT RC - 3 YRS OUT LONG-RANGE CALENDAR

Long Range Planning Long-range planning calendars are published from Division thru Battalion levels At battalion level, long range planning starts with unit assessment and is the basis for the long-range training calendar Results in the commander’s training guidance Battalion Commander’s publish their training guidance in the form of long-range training calendars. Published at least 4 months (6 months RC) prior to the start of the FY Training calendars cover at least 1 year (3 years RC) into the future. ( total months out)

Long Range Planning 12-18 Months Out Based on Unit Assessment
Acts as a Framework Begin With Requirements Utilize Training Strategy Publish Calendar and Guidance (YTG) Chap 3 FM 25-101

SHORT RANGE PLANNING PROCESS
(DRAFT) QTG (AC) YTG (RC) UNIT ASSESSMENT PRODUCES (DRAFT) QTC (AC) YTC (RC) TRAINING ASSESSMENT AC - 3 months RC - 1 Year QUARTERLY TRAINING BRIEFING (AC) QTG (AC) YTG (RC) PUBLISH YEARLY TRAINING BRIEFING (RC) QTC (AC) YTC (RC)

Short-Range Planning 3 Months Out QTG and QTC (1 year RC)
Utilize Detailed Training Assessment Key Leader Input Begin Risk Management Process Lock in Resources Refine Calendar and Publish Guidance (QTG). Division - Battalion level (Separate Companies - Division MP Co)

Quarterly Training Brief
AC - Briefed/Approved two level up - Bde Cdr. RC - Yearly Training Brief - Briefed/Approved to next higher Becomes contract with Approving Authority Conducted approx. 6 weeks prior to start of quarter/FY Linkage between soldier and collective tasks Requirements very from unit to unit Standard format in Appendix F, FM

NEAR-TERM PLANNING AC = 6-8 WEEKS OUT RC = 4 MONTHS OUT
PRIMARILY CONDUCTED AT BATTLION AND LOWER LEVELS. WEEKLY TRAINING MEETING ARE REQUIRED: - COMMANDER RUNS MEETING WITH ASSISTANCE FROM CSM/1SG - TRAINING ISSUES ONLY - BOTTOM-UP INPUT OF TRAINING NEEDS

NEAR-TERM PLANNING SPECIFIC GUIDANCE GIVEN TO TRAINERS
TRAINING AND EVALUATION OUTLINES (T&EO) ARE DEVELOPED APPROVED TRAINING SCHEDULE PUBLISHED 4-6 WEEKS OUT (BATTALION COMMANDER FINAL APPROVAL / CO CDR APPROVES PLT’s TRNG) ONCE PUBLISHED, TRAINING IS LOCKED IN

TRAINING MEETINGS PARTICIPANTS : BATTALION LEVEL COMPANY LEVEL
COMMANDER CSM XO COMPANY COMMANDERS 1SGs SPECIALTY PLT LDRS SLICE LEADERS BN PRIMARY STAFF BN SPECIAL STAFF BN OPERATIONS NCO *PLATOONS HAVE INFORMAL MEETINGS TO DISCUSS TRAINING AND COLLECT FEEDBACK FROM SUBORDIANTE LEADERS COMMANDER 1SG XO PLATOON LDRS PLATOON SERGEANT NBC NCO MOTOR SERGEANT SUPPLY SERGEANT SLICE TEAM REPRESENTATIVE KEY LEADERS

TRAINING MEETING AGENDA
REVIEW QTC, QTG,YTC REVIEW TRAINING CONDUCTED (ASSESS TRAINING) REFINE AND LOCK IN UPCOMING (NEAR TERM) TRAINING REVIEW PRE-EXECUTION CHECKS PLAN AND COORDINATE TRAINING TO ADDRESS UNIT TRAINING NEEDS AND SUPPORT REQUIREMENTS FOCUS ON TRAINING ISSUES ONLY

PREPARATION FOR TRAINING
FORMAL PLANNING CULMINATES WITH PUBLICATION OF TRAINING SCHEDULE INFORMAL PLANNING AND DETAILED COORDINATION CONTINUES (PRE-EXECUTION CHECKS) PREREQUISITE TRAINING IS COMPLETED LEADERS ARE TRAINED AND REHEARSED THOROUGH PREPARATION IS THE KEY TO GOOD TRAINING

PRE-EXECUTION CHECKS VS. PRECOMBAT CHECKS
PRE-EXECUTION CHECKS ensure all planning and prerequisite training are conducted prior to the execution of training PRECOMBAT CHECKS are detailed final checks conducted before and during combat operations and execution of training. Precombat checks are the bridge between pre-execution checks and execution of training.

PRE-EXECUTION CHECKS EXAMPLES
Have convoy clearances been submitted and approved? Have training area and ranges been requested? Has a leader’s reconnaissance been done? Has ammunition been requested and picked up? Are soldiers trained on prerequisite tasks prior to execution? Have rehearsals been scheduled? Have T&Eos been prepared?

PRECOMBAT CHECKS EXAMPLES
OPORD briefed and understood Safety brief and checks completed Leaders and equipment inspected (maps, compasses, overlays, binoculars, pyrotechnics) Soldiers and equipment inspected (camouflage, ID tags, full canteens, weapons, complete LBE, ammo) Load plans checked and confirmed/PMCSs completed Communications checks complete MILES equipment zeroed

DO PE # 4!!

ROLES IN EXECUTING TRAINING
PLATOON LEADER MUST: BE TACTICALLY AND TECHNICALLY PROFICIENT ENSURE COMPLETION OF PRE-EXECUTION AND PRECOMBAT CHECKS PROVIDE RESOURCES MONITOR USE OF RESOURCES PARTICIPATE IN TRAINING ENSURE TRAINING IS CONDUCTED TO STANDARD EVALUATE TRAINING USING TRAINING OBJECTIVE BASED T & EO’S ASSESS SOLDIER, LEADER AND PLATOON PERFORMANCE

PLATOON SERGEANTS ENSURE: DETAILED CHECKS AND INSPECTIONS ARE CONDUCTED AT THE START OF AND DURING EXECUTION (PRECOMBAT CHECKS) PREREQUISITE TRAINING IS COMPLETED AND PRELIMINARY TRAINING IS FOCUSED AND EXECUTED TO STANDARD SQUAD LEADERS ARE TRAINED (TRAIN THE TRAINER)

ROLES IN EXECUTING TRAINING (CON’T)
APPROPRIATE NUMBER OF TASKS ARE SCHEDULED FOR TRAINING TRAINING IS CONDUCTED TO STANDARD TIME IS PLANNED FOR RETRAINING SOLDIERS ARE PROPERLY MOTIVATED AND WELL LED ACCOUNTABILITY OF SOLDIERS

SQUAD LEADERS: ACCOUNT FOR THEIR SOLDIERS ENSURE TRAINING IS CONDUCTED TO STANDARD ARE PREPARED TO CONDUCT OPPORTUNITY TRAINING KNOW SQUAD’S AND SOLDIER’S TRAINING NEEDS PLAN AND REQUEST APPROPRIATE TIME TO TRAIN TO STANDARD IDENTIFY/CONDUCT APPROPRIATE PRE-REQUISITE TRAINING

PREPARE TO TRAIN PREPARE YOURSELF PREPARE THE RESOURCES
PREPARE THE TRAINING SUPPORT PERSONNEL PREPARE THE SOLDIER

PRESENT THE TRAINING LECTURE LEAST PREFERRED LITTLE DISCUSSION
NO PERFORMANCE-ORIENTED TRAINING LIMITED TIME

PRESENT THE TRAINING (CON’T)
CONFERENCE TRAINER LEADS SOLDIER DISCUSSION SOLDIERS FAMILIAR WITH SUBJECT MORE THAN ONE CORRECT ANSWER TIME IS NOT CRITICAL

PRESENT THE TRAINING (CON’T)
DEMONSTRATION PREFERRED METHOD OF PRESENTATION SOLDIER SEES TASK PERFORMED CORRECTLY STIMULATES SOLDIER INTEREST LEADER IS THE PRIMARY TRAINER

PERFORM THE TRAINING BEGIN HANDS-ON PERFORMANCE IMMEDIATELY
FOLLOWING THE PRESENTATION IDENTIFY THE ARMY STANDARD AND DEMAND IT BE ACHIEVED ALLOW TIME TO RETRAIN IF RETRAINING CANNOT BE DONE IMMEDIATELY, ENSURE SOLDIERS UNDERSTAND THE TASK WAS NOT DONE TO STANDARD AND WILL BE RETRAINED TAILOR CONDITIONS TO THE UNIT/SOLDIER LEVEL OF TRAINING AS PROFICIENCY INCREASES, MAKE CONDITIONS PROGRESSIVELY MORE DIFFICULT ADD REALISM AND COMPLEXITY AS RAPIDLY AS POSSIBLE

STAGES OF TRAINING SOLDIERS INITIAL TRAINING (LEARNING TASK)
REFRESHER TRAINING (TRAINING TO STANDARD) SUSTAINMENT (TRAINING WITH REALISM) PRACTICE TO TRAINING STANDARDS PRACTICE COLLECTIVELY TO PERFORMANCE PRACTICE EACH TASK STEP OBJECTIVE MAINTAIN PEAK PRACTICE WITH MORE REALISM PRACTICE TASKS STEPS IN SEQUENCE PRACTICE UNDER CONDITIONS ACTUAL COMBAT SIMULATING LEARN TRANSFER SKILLS WHICH LINE OTHER TERMS PRACTICE COMPLETE TASK UNTIL DONE CORRECTLY DEVELOP EFFECTIVE TEAM RELATIONSHIPS WORK AS CREWS ON SMALL UNITS

STAGES OF TRAINING LEADERS/TRAINERS: (CON’T)
TALK THROUGH AND WALK THROUGH ADD REALISM AND DEMONSTRATE EACH TASK USING COMPLEXITY TASK MORE REALISM COMBINE TASKS SUPERVISE STEP-BY- INCREASE STEP PRACTICE COMPLEXITY SUSTAIN OPTIMUM UNIT EFFECTIVENESS COACH FREQUENTLY DEMONSTRATE AUTHORIZED REVIEW SOLDIER & CONTROL FIELD EXPEDIENTS COLLCTV PRFRMNCE ENVIRONMENT PARTICIPATE AS A PRACTICE LDR TASKS LEADER OF CREW OR SMALL UNIT WORK W/ SOLDIERS AS A TEAM OBSERVE, COACH, COACH & TEACH AND REVIEW SUBORDINATE LDRS INITIAL TRAINING (LEARNING TASK) REFRESHER TRAINING (TRAINING TO STANDARD) SUSTAINMENT (TRAINING WITH REALISM)

KEYS TO SUCCESS IN TRAINING
FOCUS ON THE FUNDAMENTALS LIVE FIRE EXERCISES NIGHT AND ADVERSE WEATHER TRAINING DRILLS LANE TRAINING COMPETITION POST OPERATIONS CHECKS

Realism Chart REALISM RESOURCING COMBAT Most Least
Live Fire Exercise CTC Lane Training w/MILES Most FTX with OPFOR Command Field Exercise Situational Training Exercise Command Post Exercise TEWT Drills Map Exercise REALISM Soldier Proficiency Training Leader Training Think/Read/Talk about Task Least Minimum Resources/Easy Maximum Resources/Difficult RESOURCING

FOCUS ON THE FUNDAMENTALS
MOVE SHOOT COMMUNICATE SUSTAIN SECURE

LIVE FIRE EXERCISES REPLICATE BATTLEFIELD CONDITIONS
DEVELOP CONFIDENCE AND SPRIT REINFORCE DISCIPLINE AND SAFETY PROVIDE FOR COMBINED ARMS SYNCHRONIZATION FOSTER AN UNDERSTADING OF COMBAT

Live Fire Exercises X X X X X X MP MP MP OBJ MP SMASH MP MP LD/LC
PL Blue PL White PL Red X X X MP MP MP OBJ SMASH MP MP MP X X X LOA

NIGHT AND ADVERSE WEATHER
TRAIN AS YOU FIGHT (Weather considerations) ADVANTAGE IN COMBAT OPERATIONS PROFICIENCY WITH LIMITED VISIBILITY / EQUIPMENT 24 HOUR OPERATIONS REVERSE CYCLE TRAINING

DRILLS DRILLS PAY OFF IN COMBAT BATTLE DRILL:
COLLECTIVE ACTION RAPIDLY EXECUTED WITHOUT APPLYING A DELIBERATE DECISION MAKING PROCESS CREW DRILL: COLLECTIVE ACTION THAT THE CREW OF A WEAPON OR PIECE OF EQUIPMENT MUST PERFORM TO USE THE EQUIPMENT. PLATOON LEVEL AND BELOW References: TC ARTEP

LANE TRAINING Lane - A standardized and structured training exercise or simulation used to train one or more collective tasks. Also, a designated area, terrain, or facility used to replicate a unit’s wartime mission or environment during an LTX’s lane execution. Lane Training - A process for training company-size and smaller units on collective tasks supporting a unit’s METL. The process consists of planning, execution, and assessment phases. The execution phase is battle-focused LTX. Lane Training Exercise (LTX) - The execution phase of the lane training process. It is an exercise used to train company-size and smaller units on one or more collective tasks supporting the unit’s METL; however, it usually focuses on one primary task. An LTX consists of assembly-area (AA), rehearsal, lane execution, AAR and retraining activities which culminate the lane training process. An LTX is an STX conducted using lane training principles and techniques. REF - TC 25-10, A Leader’s Guide To Lane Training

LANE TRAINING PROCESS PLANNING PROCESS EXECUTION PROCESS
Conduct Long-Range Planning Conduct Short-Range Planning Conduct Near-Term Planning EXECUTION PROCESS Perform Assembly Procedures Perform Rehearsal Procedures Perform Lane Execution Perform AAR Perform Retraining Procedures ASSESSMENT PROCESS Perform AAR Planning Procedures Perform AAR Preparation Conduct an AAR Perform Follow-up Procedures

5 PHASES OF THE EXECUTION PROCESS
BTEM STEPS 1 & 2 = CRAWL STAGE BTEM STEPS 3- 6 = CRAWL STAGE 1. ASSEMBLY 2. REHEARSAL BTEM STEP 7 = RUN STAGE 3. LANE EXECUTION BTEM STEP 8 = RUN STAGE 5. RETRAINING 4. AAR NEXT LANE BTEM STEP 8 = RUN STAGE

Lane Training Two Versions Monday Deploy Tuesday Wed Thursday Friday
Redeploy Conduct Attack in MOUT Area Recon Lane Zone Recon Lane PL’s move with their Platoon Two Versions Company TOC Lane #1 Lane #2 Lane #3 Lane #4 PL’s stay with the Lane

Train company level and smaller units using specific terrain
Lane Training Train company level and smaller units using specific terrain

TRAINING EXECUTION MODEL STEPS 1 & 2

COMPETITION COMPETE TO ACHIEVE THE ARMY STANDARD
APPLY INCREASINGLY DIFFICULT CONDITIONS RECOGNIZE SOLDIERS WHO EXCEED THE STANDARDS STIMULATES INTEREST AND MORALE

POST OPERATIONS CHECKS
ACCOMPLISHED AT THE END OF TRAINING SOP VARIES DEPENDING ON TYPE OF TRAINING EXAMPLES; - SOLDIER/SENSITIVE ITEM ACCOUNTABILITY - CLOSURE REPORTS FROM AMMUNITION AND EQUIPMENT TURN-IN - MAINTENANCE - TRAINING ASSESSMENT/UPDATE TTPs - SOLDIER RECOVERY - CHAIN OF COMMAND INSPECTS SOLDIERS AND EQUIPMENT

EVALUATION PART OF THE PLANNING PROCESS
CONTINUOUS PROCESS FOR ALL TRAINING DEVELOP EVALUATION PLAN WHEN/WHERE TO EVALUATE HOW TO EVALUATE WHO TO EVALUATE WHAT TO EVALUATE IDENTIFY AND TRAIN EVALUATORS CONDUCT EVALUATIONS CONDUCT AARs PROVIDE FEEDBACK TO THE CHAIN OF COMMAND

TYPES OF EVALUATION EXTERNAL INTERNAL
(CON’T) INTERNAL - PLANNED, RESOURCED, AND CONDUCTED BY THE TRAINING UNIT EXTERNAL - PLANNED, RESOURCED, AND CONDUCTED BY HQ TWO LEVELS ABOVE THE TRAINING UNIT

TYPES OF EVALUATION INFORMAL FORMAL
- MOST COMMON AT BATTALION AND BELOW - CONDUCTED BY THE CHAIN OF COMMAND - CONTINUOUS - PROVIDES IMMEDIATE FEEDBACK FORMAL - USUALLY SCHEDULED ON THE LONG RANGE AND - - SHORT RANGE CALENDARS - SOMETIMES UNANNOUNCED - HIGHLIGHTED DURING QTB/YTB - RESOURCED WITH DEDICATED EVALUATOR/OCs

AFTER ACTION REVIEW CONDUCT FOR ALL PERFORMANCE- ORIENTED TRAINING
STRUCTURED PROCESS FOCUS ON TRAINING OBJECTIVES EMPHASIZE THE ARMY STANDARD ENCOURAGE SOLDIERS TO SHARE AND LEARN ALLOWS LARGE GROUP PARTICIPATION

AFTER ACTION REVIEW STEPS
REVIEW WHAT WAS SUPPOSED TO HAPPEN ESTABLISH WHAT HAPPENED DETERMINE WHAT WAS RIGHT OR WRONG WITH WHAT HAPPENED DETERMINE HOW THE TASK SHOULD BE DONE DIFFERENTLY NEXT TIME

UNIT ASSESSMENT COMPARES CURRENT LEVEL OF TRAINING WITH THE ARMY STANDARD CONTINUOUS PROCESS COMMANDER BASES ASSESSMENT ON: - PERSONAL OBSERVATION - EVALUATION RESULTS - TRAINING/QUALIFICATION RECORDS - INPUT FROM KEY SUBORDINATES (FEEDBACK LOOP)

Sources for Assessment
CTT Results IG and CI Results Weapons Qualifications APFT Results Maintenance and Logistical Evaluations AAR’s Personal Observations Higher HQ Feedback Staff Visits USR’s QTB’s CTC Take Home Packages

“Training is the most important thing we can do for our soldiers, our units, and our Army. Therefore, we must do it right and we must do it to standard.” - General Dennis J. Reimer

Questions? Questions? Questions? Questions?

TRAINING MANAGEMENT.

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