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A LEADER’S GUIDE TO COMPANY TRAINING MEETINGS
P ET R R ET TOUJOURS P
TC 25-30
REFERENCES: FM 25-100
SSG PEAYTT
FM 25-101
1
OVERVIEW P ET R R ET TOUJOURS P
COMPANY- LEVEL TRAINING MANAGEMENT TRAINING MEETING PLANNING PROCESS PREPARING FOR TRAINING MEETINGS CONDUCTING TRAINING MEETINGS
2
COMPANY- LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
* OVERVIEW OF TRAINING MANAGEMENT * RESPONSIBILITIES * LONG-RANGE PLANNNING * SHORT-RANGE PLANNING * NEAR-TERM PLANNING 3
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
OVERVIEW OF TRAINING MANAGEMENT
* DEFINITION * BATTLE FOCUSED TRAINING * TRAINING MANAGEMENT CYCLE 4
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
* * * * * *
BATTALION COMMANDER & STAFF COMPANY COMMANDER EXECUTIVE OFFICER (XO) PLT LDR/ PSG FIRST SERGEANT OTHER LEADERS
5
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
* LONG-RANGE PLANNING DEFINITION PLANNING CALENDARS * SHORT-RANGE PLANNING DEFINITION * COMMAND GUIDANCE * QUARTERLY TRAINING BRIEFS * NEAR-TERM PLANNING DEFINITION * TRAINING MEETINGS 6
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
OVERVIEW OF TRAINING MANAGEMENT
* DEFINITION * BATTLE FOCUSED TRAINING * TRAINING MANAGEMENT CYCLE 7
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
DEFINITION: EFFECTIVE TRAINING IS THE ARMY’S NUMBER ONE PRIORITY DURING PEACETIME. TRAINING MANAGEMENT IS THE PROCESS USED BY ARMY LEADERS TO IDENTIFY TRAINING REQUIREMENTS AND THEN, PLAN RESOURCE, EXECUTE, AND EVALUATE TRAINING. 8
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
AT THE COMPANY LEVEL, AS AT ALL LEVELS OF COMMAND, THE TRAINING MEETING IS AN ESSENTIAL ELEMENT OF THE TRAINING MANAGEMENT PROCESS. TRAINING MEETINGS ARE PERIODIC MEETINGS CONDUCTED BY LEADERS TO REVIEW PAST TRAINING, PLAN AND PREPARE FUTURE TRAINING, AND EXCHANGE TIMELY TRAINING INFORMATION BETWEEN PARTICIPANTS. 9
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
BATTLE FOCUSED TRAINING BATTLE FOCUS IS THE PROCESS OF DERIVING PEACETIME TRAINING REQUIREMENTS FROM WARTIME MISSIONS. THE PURPOSE OF DEVELOPING A “BATTLE FOCUS” APPROACH TO TRAINING IS TO ALLOW COMMANDERS TO ACHIEVE A SUCCESSFUL TRAINING PROGRAM BY CONSCIOUSLY NARROWING THE FOCUS OF THE UNIT’S TRAINING EFFORTS TO A REDUCED NUMBER OF VITAL TASKS THAT ARE ESSENTIAL TO MISSION ACCOMPLISHMENT. 10
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
BATTLE FOCUSED TRAINING ONCE THE COMMANDER HAS DEVELOPED A BATTLE FOCUS APPROACH TO TRAINING, THE NEXT STEP IS TO ENSURE THAT THE SCARCE RESOURCES OF TIME AND TRAINING DOLLARS ARE NOT WASTED. FOR A MORE IN-DEPTH DISCUSSION OF BATTLE FOCUSED TRAINING, SEE CHAPTER 1 OF FM 25-101 11
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE THE TRAINING MANAGEMENT CYCLE BEGINS WITH THE ASSIGMENT OF A WARTIME MISSION AND THE ESTABLISHMENT OF A MISSION ESSENTIAL TASK LIST (METL).
SEE CHAPTER 2 OF FM 25-101 12
TRAINING MANAGEMENT CYCLE WARTIME MISSION
P ET R R ET TOUJOURS P
BATTLE FOCUS
MISSION ESSENTIAL TASK LIST (METL)
ASSESSMENT CONDUCT UNIT ASSESSMENT
PREPARE TRAINING ASSESSMENT
PREPARE LONG-RANGE PLAN
PLANNING
FEEDBACK EVALUATE TRAINING
EXECUTION
PREPARE SHORT-RANGE PLAN EXECUTE TRAINING
PREPARE NEAR-TERM PLAN
13
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE ONCE THE METL IS DEVELOPED, IT BECOMES THE TRAINING FOCUS FOR THE UNIT, OR THE “WHERE WE WANT TO BE” IN TERMS OF TRAINING PROFICIENCY. THE TRAINING MANAGEMENT CYCLE CONTINUES WITH A TRAINING ASSESSMENT. THIS ASSESSMENT IS A “WHERE WE ARE” CHECK IN TERMS OF TRAINING PROFICIENCY OF THE UNIT. 14
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE TWO BASIC ELEMENTS: 1- KNOWING WHERE YOU ARE (TRAINING ASSESSMENT) 2- KNOWING WHERE YOU ARE GOING (METL) ARE HALF THE BATTLE TO CONDUCTING EFFECTIVE TRAINING.
15
TRAINING MANAGEMENT CYCLE WARTIME MISSION
P ET R R ET TOUJOURS P
BATTLE FOCUS
MISSION ESSENTIAL TASK LIST (METL)
ASSESSMENT CONDUCT UNIT ASSESSMENT
PREPARE TRAINING ASSESSMENT
PREPARE LONG-RANGE PLAN
PLANNING
FEEDBACK EVALUATE TRAINING
EXECUTION
PREPARE SHORT-RANGE PLAN EXECUTE TRAINING
PREPARE NEAR-TERM PLAN
16
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE THE TRAINING MANAGEMENT CYCLE IS A CONTINUOUS CYCLE OF PLANNING, EXECUTING, AND ASSESSING. AN IMPORTANT ASPECT OF THE CYCLE IS THE CONTINUOUS USE OF FEEBACK TO REFINE THE TRAINING PLAN.
17
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE FEEDBACK TAKES MANY FORMS: PERSONAL OBSERVATIONS AFTER-ACTION REVIEWS INFORMAL EVALUATIONS A PRIMARY FORUM FOR THE DISCUSSION OF TRAINING ASSESSMENTS IS THE TRAINING MEETING. 18
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
* * * * * *
BATTALION COMMANDER & STAFF COMPANY COMMANDER EXECUTIVE OFFICER (XO) PLT LDR/ PSG FIRST SERGEANT OTHER LEADERS
19
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES BATTALION COMMANDER & STAFF: THE BATTALION COMMANDER AND HIS STAFF PLAY A KEY ROLE IN THE SUCCESSFUL EXECUTION OF COMPANY-LEVEL TRAINING. BESIDES PROVIDING COMMAND GUIDANCE AND LONG-RANGE TRAINING PLANS, THE BC SETS THE TONE FOR ESTABLISHING A SAFE, REALISTIC TRAINING PROGRAM THAT ACHIEVES THE UNIT’S TRAINING OBJECTIVES. 20
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES BATTALION COMMANDER MOST IMPORTANTLY, THE BC IS THE KEY LEADER WITH THE POWER TO PROTECT COMPANIES FROM TRAINING DETRACTORS BY RUTHLESSLY ENFORCING THE LOCK-IN OF MAJOR EVENTS AGREED UPON DURING TRAINING BRIEFINGS AND CONTAINED IN SIGNED TRAINING SCHEDULES. 21
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES COMMAND SERGEANT MAJOR (CSM) IS PERSONALLY RESPONSIBLE FOR ADVISING THE COMMANDER ON ALL MATTERS PERTAINING TO ENLISTED SOLDIERS. THE CSM HAS A MANDATE TO ENSURE THAT SOLDIERS RECEIVE THE BEST POSSIBLE TRAINING. HELPS IN THE INTEGRATION OF COLLECTIVE AND INDIVIDUAL SOLDIER TRAINING TASKS. 22
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES COMMAND SERGEANT MAJOR (CSM) ASSISTS THE COMMANDER IN ENSURING THAT NCOs SELECT APPROPRIATE SOLDIER TASKS TO SUPPORT EACH COLLECTIVE TASK SELECTED FOR TRAINING.
23
COMPANY LEVEL TRAINING MANAGEMENT TRAINING MANAGEMENT RESPONSIBILITIES INTEGRATION OF COLLECTIVE AND SOLDIER TRAINING
BATTLE FOCUS E A C H C O M M A N D E R
P ET R R ET TOUJOURS P
EACH CSM & NCO LEADER
SELECTS COLLECTIVE MISSION ESSENTIAL TASKS
SELECTS SUPPORTING SOLDIER TASKS
CONDUCTS TRAINING ASSESSMENT
CONDUCTS TRAINING ASSESSMENT
DETERMINES TRAINING OBJECTIVES
DETERMINES TRAINING OBJECTIVES
DETERMINES STRATEGY AND PLANS FOR TRAINING
DETERMINES STRATEGY AND PLANS FOR TRAINING
CONDUCTS PRE-EXECUTION CHECKS EXECUTES TRAINING AND CONDUCTS AAR
CONDUCTS PRE-EXECUTION CHECKS
DETERMINES STRATEGY AND PLANS FOR TRAINING
EXECUTES TRAINING AND CONDUCTS AAR
24
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES COMPANY COMMANDER: IS THE TRAINING MANAGER, RESPONSIBLE FOR EVERYTHING THE UNIT DOES OR FAILS TO DO. THIS IS ESPECIALLY TRUE FOR TRAINING. CC PERSONALLY TRAIN PLATOON LEADERS WITH THEIR PLATOONS, AND EVALUATE SECTION, SQUAD, TEAM AND CREW LEADERS WITH THEIR UNITS. IF TRAINING NEEDS TO BE SCHEDULED, IT IS THE CC’S RESPONSIBILITY TO SEE IT GETS PUTS ON THE TRAINING SCHEDULE.
25
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES EXEXUTIVE OFFICER (XO): AS SECOND IN COMMAND, THE XO MUST PREPARE TO ASSUME COMMAND. THE XO MUST BE AWARE OF COMMAND GUIDANCE, UNDERSTAND HOW TO SCHEDULE TRAINING, AND REQUEST THE APPROPRIATE RESOURCES THE XO IS USUALLY TASKED WITH SIGNIFICANT ADDITIONAL DUTIES, I.E. THE MAINTENANCE OFFICER. IN THIS CAPACITY, HE ADVISES THE COMMANDER ABOUT SCHEDULED VEHICLE/ EQUIPMENT SERVICES.
26
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
PLATOON LEADER / PLATOON SERGEANT: ARE RESPONSIBLE FOR THE TRAINING PROFICIENCY OF THEIR PLATOONS.
27
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES PLATOON LEADER: * ASSESSES THE TRAINING PROFICIENCY OF COLLECTIVE TASKS * PLANS TRAINING * REHEARSES TRAINERS * EVALUATES LEADER, TEAM, AND CREW LEVEL COLLECTIVE TRAINING * CONDUCTS PLATOON TRAINING MEETINGS 28
COMPANY LEVEL TRAINING MANAGEMENT P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
PLATOON SERGEANT: * ASSESSES AND EVALUATES THE TRAINING PROFICIENCY OF INDIVIDUAL SOLDIER TASKS * PLANS CONDUCT OF TRAINING * SELECTS INDIVIDUAL SOLDIER TRAINING TASKS * SELECTS OPPORTUNITY TRAINING * PROVIDES INPUT TO THE PLATOON LEADER’S COLLECTIVE TASK ASSESSMENT * ASSIGNS TRAINERS * REHEARSES TRAINERS * CONDUCTS PREEXECUTION CHECKS * ENSURES SOLDIERS ARE PREPARED FOR AND ATTEND TRAINING 29
COMPANY LEVEL TRAINING MANAGEMENT P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
FIRST SERGEANT: HOLDS A SPECIAL PLACE IN THE COMPANY TRAINING MANAGEMENT ARENA. AS THE SENIOR ENLISTED SOLDIER IN THE COMPANY, THE 1SG IS CHARGED WITH MAINTAINING A HIGH LEVEL OF PROFICIENCY ON SOLDIER TASKS AND THE NCO LEADER DEVELOPMENT PROGRAM. 1SGs KEEP TABS ON THE “TRAINING PULSE” OF THE COMPANY, ONE WAY IS BY THE CONSTANT MONITORING OF SOLDIER TRAINING. FIRST SERGEANTS ALSO HAVE FORMAL RESPONSIBILITIES DURING QUARTERLY TRAINING BRIEFS. 30
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES OTHER LEADERS: OTHER LEADERS HAVE TRAINING MANAGEMENT RESPONSIBILITIES. SLICE LEADERS MUST KEEP THE COMPANY COMMANDER INFORMED OF THEIR TRAINING NEEDS, AND THEIR ABILITY TO HELP THE UNIT WITH SPECIALTY TRAINING. 31
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
LONG - RANGE PLANNING
DEFINITION PLANNING CALENDARS
32
COMPANY-LEVEL TRAINING MANAGEMENT
LONG - RANGE PLANNING
P ET R R ET TOUJOURS P
DEFINITION: AT THE COMPANY LEVEL, LONG-RANGE PLANNING ENCOMPASSES TRAINING THAT IS PLANNED FOR AND RESOURCED 12 MONTHS IN ADVANCE. EXAMPLE RESOURCES THAT ARE PLANNED FOR INCLUDE TRAINING AREAS, AMMO, AND FUEL. BY CONDUCTING LONG-RANGE PLANNING, UNITS CAN PREDICT THEIR NEEDS AND COORDINATE FOR SUPPORT WELL IN ADVANCE OF THE PLANNED TRAINING.
33
COMPANY-LEVEL TRAINING MANAGEMENT
LONG - RANGE PLANNING
P ET R R ET TOUJOURS P
PLANNING CALENDARS: LONG-RANGE PLANS ARE TRANSLATED INTO PLANNING CALENDARS FOR USE BY SUBORDINATE UNITS IN THEIR PLANNING PROCESS A BATTALION CALENDAR COVERS ONE TRAINING YEAR. THIS “PLANNING HORIZON” ALLOWS COMPANIES TO PLAN AND PREPARE APPROPRIATELY FOR MAJOR TRAINING EVENTS. IT ALSO ALLOWS SOLDIERS TO MAKE PLANS FOR LEAVE, SCHOOLING WITHOUT CONFLICTING WITH MAJOR TRAINING EVENTS
34
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
SHORT - RANGE PLANNING DEFINITION PLANNING CALENDARS
35
COMPANY-LEVEL TRAINING MANAGEMENT
SHORT - RANGE PLANNING
P ET R R ET TOUJOURS P
DEFINITION:
SHORT-RANGE PLANNING IS A REFINEMENT OF THE LONG-RANGE PLAN. THE SHORT-RANGE PLAN DEFINES IN SPECIFIC DETAIL THE BROAD GENERAL GUIDANCE FOUND IN THE LONG-RANGE PLAN. THE SHORT-RANGE PLAN BEGINS WITH A TRAINING ASSESSMENT, AND RESULTS IN SPECIFIC COMMAND TRAINING GUIDANCE. 36
COMPANY-LEVEL TRAINING MANAGEMENT
SHORT - RANGE PLANNING
P ET R R ET TOUJOURS P
PLANNING CALENDARS: SHORT-RANGE PLANNING AT THE BATTALION AND COMPANY LEVEL HAS A PLANNING HORIZON OF 3 MONTHS. SHORT-RANGE PLANS ARE PREPARED FOR EACH QUARTER, AND ARE PUBLISHED 6 WEEKS BEFORE THE START OF THE QUARTER. 37
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
COMMAND GUIDANCE DEFINITION TOPICS INCLUDE
38
COMPANY-LEVEL TRAINING MANAGEMENT
COMMAND GUIDANCE
P ET R R ET TOUJOURS P
DEFINITION: COMMAND GUIDANCE IS THE PRODUCTOF THE SHORT-RANGE PLAN. AT THE COMPANY LEVEL, COMMAND GUIDANCE COMES FROM THE BATTALION COMMANDER. THE COMMANDER’S TRAINING GUIDANCE IS A DOCUMENT THAT DESCRIBES THE TRAINING STRATEGY AND ASSIGNS SPECIFIC TRAINING OBJECTIVES AND PRIORITIES FOR THE NEXT QUARTER. BC BASE THEIR COMMAND TRAINING GUIDANCE ON INPUT FROM BDE AND HIGHER COMMANDERS. 39
COMPANY-LEVEL TRAINING MANAGEMENT
COMMAND GUIDANCE
P ET R R ET TOUJOURS P
COMMAND GUIDANCE IS VERY SPECIFIC IN NATURE.
NORMALLY ADDRESSES TOPICS SUCH AS: * COMMANDER’S ASSESSMENT OF METL PROFICIENCY * TRAINING PRIORITIES * INTEGRATION OF SLICE TRAINING * IMPACT OF TIME MANAGEMENT SYSTEMS ON SCHEDULED TRAINING (I.E. DUTY CO.) * INTEGRATION OF SOLDIER, LEADER AND COLLECTIVE TRAINING * EVALUATIONS, INSPECTIONS, AND FEEDBACK 40
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
NEAR-TERM PLANNING
DEFINITION
41
COMPANY-LEVEL TRAINING MANAGEMENT
NEAR-TERM PLANNING
P ET R R ET TOUJOURS P
DEFINITION: NEAR TERM PLANNING IDENTIFIES SPECIFIC ACTIONS REQUIRED TO EXECUTE THE SHORT-RANGE PLAN. NEAR TERM PLANNING COVERSA FOUR TO SIX WEEK PERIOD BEFORE THE EXECUTION OF TRAINING. NEAR-TERM PLANNING IS CONDUCTED WEEKLY AND CONSISTS OF TRAINING MEETINGS AT BATTALION AND COMPANY LEVELS. 42
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MEETINGS
43
COMPANY-LEVEL TRAINING MANAGEMENT P ET R R ET TOUJOURS P
TRAINING MEETINGS
TRAINING MEETINGS ARE HELD EVERY WEEK AND ARE THE PRIMARY FORUM FOR PROVIDING GUIDANCE FOR FORMING TRAINING SCHEDULES.
44
TRAINING MEETING PLANNING PROCESS
P ET R R ET TOUJOURS P
* TRAINING MEETING OBJECTIVES * WHO ATTENDS AND WHY * TRAINING MEETING TIME AND PLACE * FREQUENCY
45
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
THE OBJECTIVE OF THE COMPANY TRAINING MEETING ARE TO REVIEW COMPLETED TRAINING, DECONFLICT TRAINING ISSUES, PLAN AND PREPARE FUTURE TRAINING, AND EXCHANGE TIMELY TRAINING INFORMATION BETWEEN PARTICIPANTS. 46
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
THE TRAINING MEETING PROCESS CAN BE DESCRIBED AS A THREE PHASE OPERATION: ASSESSMENT COORDINATION FUTURE PLANNING 47
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
ASSESSMENT (PHASE I): SEEKS TO DESCRIBE THE EFFECTIVENESS OF THE TRAINING CONDUCTED SINCE LAST TRAINING MEETING. LEADERS FROM ALL SUBORDINATE UNITS BRIEF CHANGES IN TRAINING STATUS. THE COMMANDER TAKES THIS INFORMATION, COMBINES IT WITH HIS PERSONAL OBSERVATIONS, AND COMES UP WITH A COMMANDER’S ASSESSMENT. 48
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
COORDINATION (PHASE II): WITH THE COMMANDER’S ASSESSMENT COMPLETE, THE NEXT PHASE IS THE COORDINATION OF FUTURE TRAINING THAT HAS ALREADY BEEN PLANNED. DETAILED AND SPECIFIC INSTRUCTIONS ARE ADDED TO EVENTS THAT ARE ON THE TRAINING SCHEDULES. LEADERS MAY BRIEF ON SPECIFIC TRAINING EXERCISES OR EVENTS. 49
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
FUTURE PLANNING (PHASE III): WITH COORDINATION COMPLETE, THE FINAL PHASE OF THE TRAINING MEETING PROCESS IS TO PLAN FOR FUTURE TRAINING. SUBORDINATE LEADERS WORK WITH THE COMMANDER TO DEVELOP FUTURE TRAINING PLANS THAT SUPPORT THE ASSESSMENT CONDUCTED IN PHASE 1. DURING THIS PHASE THE COMMANDER ENSURES THAT SCARCE TRAINING TIME IS EFFECTIVELY USED.
50
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY
P ET R R ET TOUJOURS P
INTERNAL COMPANY EXTERNAL- SLICE AND ATTACHMENTS SPECIAL
51
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
THE COMPANY TRAINING MEETING IS A HIGH PRIORITY MISSION FOR THE LEADERSHIP OF THE COMPANY. ATTENDANCE FOR SELECTED LEADERS IS MANDATORY.
52
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY COMMANY COMMANDER
P ET R R ET TOUJOURS P
FIRST SERGEANT
EXECUTIVE OFFICER PLATOON LEADERS/ PLATOON SERGEANTS SUPPLY SERGEANT MAINTENANCE SUPERVISORN NBC NCO OTHER KEY STAFF NCOs
53
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
COMMANY COMMANDER IS RESPONSIBLE FOR THE EFFICIENT CONDUCT OF THE TRAINING MEETING. ALTHOUGH ALL LEADERS PARTICIPATE IN THE TRAINING DISCUSSION, IT IS THE COMMANDER WHO LEADS THE MEETING AND PROVIDES DIRECTION AND FOCUS. 54
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
EXECUTIVE OFFICER (XO): THE SECOND IN COMMAND, AND AS SUCH, RUNS THE TRAINING MEETING IN THE COMMANDER’S ABSENCE. IF ASSIGNED AS MAINTENANCE OFFICER, X0s ASSIST THE COMMANDER WITH COORDINATING MAINTENANCE-RELATED ACTIVITIES. 55
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
FIRST SERGEANT (1SG): IS THE SENIOR ENLISTED SOLDIER, AND A PERSONAL ADVISOR TO THE COMMANDER ON ALL ISSUES THAT EFFECT INDIVIDUAL SOLDIER TRAINING. HAS THE KEY TASK OF HELPING THE COMMANDER WITH TRAINING ASSESSMENTS. PROVIDES GUIDANCE AND ADVISE ON TRAINING PLANS. 56
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
PLATOON LEADERS: BRIEF THE COLLECTIVE TASK PROFICIENCY DURING THE ASSESSMENT PHASE OF THE TRAINING MEETING. DURING THE COORDINATION PHASE, THEY PROVIDE THE COMMANDER WITH DETAILS ON UPCOMING TRAINING. DURING THE FUTURE PLANNING PHASE, THEY REQUEST AND RECOMMEND COLLECTIVE TRAINING TASKS THEY WANT TO TRAIN. 57
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
OTHER KEY STAFF NCOs: ADVISE THE COMMANDER ON SPECIALIST TRAINING. MAINTENANCE SUPERVISIOR: COORDINATE THE MAINTENANCE EFFORTS SUPPLY SERGEANTS: ADVISE THE COMMANDER ON SUPPLY-RELATED ISSUES.
58
TRAINING MEETING PLANNING PROCESS P ET R R ET TOUJOURS P
TRAINING MEETING TIME AND PLACE * WHEN TO CONDUCT THE TRAINING MEETING * TRAINING MEETING LOCATION
59
TRAINING MEETING PLANNING PROCESS TRAINING MEETING TIME AND PLACE
P ET R R ET TOUJOURS P
WHEN TO CONDUCT THE TRAINING MEETING
ON THE SAME DAY AND TIME EACH WEEK (THIS ALLOWS OTHER LEADERS TO PLAN AND PREPARE TO THE TRAINING MEETING) FOLLOW THE BATTALION TRAINING MEETING (NOT BY MORE THAN 2 DAYS) 60
TRAINING MEETING PLANNING PROCESS TRAINING MEETING TIME AND PLACE
P ET R R ET TOUJOURS P
WHEN TO CONDUCT THE TRAINING MEETING SELECTION OF TIME DEPENDS ON SEVERAL FACTORS: 1- ENABLING ATTENDEES TO MAKE THE MEETING 2- MINIMIZING TRAINING DISRUPTIONS 3- ALLOWING SUBORDINATE LEADERS TO BRIEF THEIR SOLDIERS ON TRAINING ISSUES 61
TRAINING MEETING PLANNING PROCESS P ET R R ET TOUJOURS P
TRAINING MEETING FREQUENCY
GARRISON AND FIELD LOCATIONS COMPANY HUDDLES
62
TRAINING MEETING PLANNING PROCESS TRAINING MEETING FREQUENCY
P ET R R ET TOUJOURS P
GARRISON AND FIELD LOCATIONS COMMANDERS MUST STRIVE TO FIND THE TIME, EVEN IN THE FIELD, TO CONDUCT TRAINING MEETINGS. THE PLANNING CYCLE DOES NOT STOP SIMPLY BECAUSE IT IS NOT CONVENIENT TO HOLD A MEETING. 63
TRAINING MEETING PLANNING PROCESS TRAINING MEETING FREQUENCY
P ET R R ET TOUJOURS P
COMPANY HUDDLES ARE DAILY GATHERINGS OF KEY LEADERS, TO CONDUCT A QUICK DISCUSSION OF TRAINING ISSUES. SUCH TOPICS MAY INCLUDE: LAST MINUTE CHANGES, FINAL PREEXECUTION CHECK REVIEW, SPECIAL OR NEW COMMAND GUIDANCE, MAINT/ PERSONAL STATUS CHANGES. 64
TRAINING MEETING PLANNING PROCESS TRAINING MEETING FREQUENCY
P ET R R ET TOUJOURS P
COMPANY HUDDLES ALLOW COMMANDERS TO MANAGE TRAINING ON A DAILY BASIS, WITHOUT CALLING IMPROMPTU TRAINING MEETINGS. THESE HUDDLES USUALLY LAST NO MORE THAN FIVE TO TEN MINUTES. 65
PREPARING FOR TRAINING MEETINGS
P ET R R ET TOUJOURS P
* COMMANDER’S ASSESSMENT * TRAINING MEETING WORKSHEETS * TRAINING AIDS * WHAT TO BRING TO THE MEETING * HOMEWORK 66
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT
P ET R R ET TOUJOURS P
DEFINITION SOURCES OF INPUT
67
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT
P ET R R ET TOUJOURS P
DEFINITION DETERMINES THE TRAINING STRENGTHS AND WEAKNESSES OF THE UNIT. COMMANDER’S USE THE T-(TRAINED), P-(NEEDS PRACTICE), U-(UNTRAINED) RATING SCALE TO ASSESS TRAINING PROFICIENCY ON METL TASKS. 68
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT DEFINITION
P ET R R ET TOUJOURS P
T-(TRAINED) “T” MEANS THAT THE UNIT CAN PERFORM THE TASK TO STANDARD WITHOUT ANY SIGNIFICANT SHORTCOMINGS. PRACTICE ON “T” TASKS IS DESIGNED TO KEEP SOLDIERS FROM LOOSING PROFICIENCY.
69
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT DEFINITION
P ET R R ET TOUJOURS P
P-(NEEDS PRACTICE) “P” MEANS THAT THE UNIT CAN PERFORM THE TASK WITH SOME SHORTCOMINGS. THE SHORTCOMINGS ARE NOT SEVERE ENOUGH TO REQUIRE COMPLETE RETRAINING.
70
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT DEFINITION
P ET R R ET TOUJOURS P
U-(UNTRAINED) “U” MEANS THAT THE UNIT CANNOT PERFORM THE TASK TO STANDARD.
71
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
COMMANDER’S ASSESSMENT
SOURCES OF INPUT
72
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT
P ET R R ET TOUJOURS P
SOURCES OF INPUT COMMANDERS AND LEADERS AT ALL LEVELS USE MANY SOURCES TO DEVELOP THEIR TRAINING ASSESSMENTS. POSSIBLY THE BEST SOURCE IS THROUGH PERSONAL OBSERVATION. PERSONAL OBSERVATION ALLOWS LEADERS TO SEE FIRSTHAND THE TRAINING STRENGTHS AND WEAKNESSES.
73
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT
P ET R R ET TOUJOURS P
SOURCES OF INPUT OTHER IMPORTANT SOURCES: LOCAL EXTERNAL EVALUATIONS AFTER-ACTION REVIEWS ANNUAL TRAINING REPORTS COMMON TASK TEST RESULTS APFT SCORES WEAPON QUALIFICATION RECORDS 74
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
TRAINING MEETING WORKSHEETS
PURPOSE FORMAT
75
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
TRAINING MEETING WORKSHEET
PURPOSE IS TO HELP THE COMMANDER MAINTAIN FOCUS DURING THE TRAINING MEETING. THE COMMANDER PARTIALLY FILLS OUT THE WORK SHEET PRIOR TO HE TRAINING MEETING WITH NOTES AND GENERAL PLANS FOR FUTURE TRAINING. DURING THE MEETING THE WORKSHEET IS USED TO RECORD TRAINING NOTES AND ASSESSMENT RESULTS.
76
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
TRAINING MEETING WORKSHEET
FORMAT THE RECOMMENDED FORMAT FOR THE TRAINING MEETING WORKSHEET IS A SIMPLE TWO-COLUMN FORM. EACH COLUMN IS THEN BROKEN DOWN INTO WEEK-LONG BLOCKS. THE WORKSHEET IS AN INFORMAL TRAINING MANAGEMENT TOOL. 77
PREPARING FOR TRAINING MEETINGS
TRAINING AIDS
P ET R R ET TOUJOURS P
PURPOSE TRAINING AIDS ASSIST THE COMMANDER BY PROVIDING VISUAL DISPLAYS OF FUTURE TRAINING PLANS, PREEXECUTION CHECKS, AND OTHER RELATED PRODUCTS. TRAINING AIDS DO NOT NEED TO BE ELABORATE TO BE EFFECTIVE. 78
PREPARING FOR TRAINING MEETINGS
TRAINING AIDS
P ET R R ET TOUJOURS P
LONG-RANGE CALENDAR: GRAPHICALLY SHOWS SCHEDULE OF UPCOMING EVENTS. MAPS: SHOWS LOCATIONS OF TRAINING EVENTS METL CHART: DISPLAYS METL TRAINING SCHEDULES: GOOD “SNAP-SHOT” OF NEAR-TERM TRAINING BUTCHER CHARTS & OVERHEAD PROJECTOR: BRIEFING/ DISCUSSION AID 79
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
WHAT TO BRING TO THE TRAINING MEETING INDIVIDUAL REQUIREMENTS HOMEWORK
80
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
COMMANDER: COMPANY BATTLE ROSTERS TRAINING MEETING WORKSHEET METL WITH CURRENT ASSESSMENT MOST CURRENT COMMAND TRAINING GUIDANCE LONG AND SHORT- RANGE CALENDARS COMPANY TRAINING SCHEDULES APPLICABLE MANUALS APPL OPORD’s, MOI’s 81
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
EXECUTIVE OFFICER: MAINTENANCE SCHEDULE INSPECTION SCHEDULE CURRENT DA FORM 2406 SUPPLY INVENTORY SCHEDULE TRAINING SCHEDULES STATUS OF RESOURCES REQUESTED FOR TRAINING. 82
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
FIRST SERGEANT: LEADER BOOK COMPANY BATTLE ROSTERS COMPANY DUTY ROSTERS BATTALION DUTY SCHEDULES TASKINGS APPOINTMENT SCHEDULES SCHOOLS SCHEDULES INSPECTIONS SCHEDULES MISCELLANEOUS INFORMATION (APFT,H/W DATA) 83
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
PLATOON LEADER/ PLATOON SERGEANT: LEADER BOOK PLATOON ASSESSMENT WORKSHEETS TRAINING SCHEDULES PREEXECUTION CHECKLISTS PLATOON BATTLE ROSTERS FUTURE TRAINING WORKSHEETS
84
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
MAINTENANCE TEAM CHIEF: LEADER BOOK BATTLE ROSTER TRAINING SCHEDULES MAINTENANCE SCHEDULE INSPECTION SCHEDULE CURRENT DA FORM 2406
85
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
SUPPLY SERGEANT: LEADER BOOK TRAINING SCHEDULES SUPPLY INVENTORY SCHEDULES INSPECTION SCHEDULE
86
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
TRAINING NCO: TRAINING SCHEDULES BATTLE ROSTER SCHOOLS INFORMATION
87
PREPARING FOR TRAINING MEETINGS
HOMEWORK
P ET R R ET TOUJOURS P
KEY LEADERS HAVE “HOMEWORK” TO DO BEFORE EACH TRAINING MEETING. THIS HOMEWORK INCLUDES SPECIFIC TASKS THAT REQUIRE ATTENTION ON A WEEKLY BASIS. PREPARING IN ADVANCE OF THE MEETING ENSURES LEADERS WASTE NO TIME DURING THE ACTUAL TRAINING MEETING.
88
CONDUCTING TRAINING MEETINGS
P ET R R ET TOUJOURS P
* AGENDA * COMPLETED TRAINING * NEAR-TERM TRAINING * SHORT-RANGE TRAINING
89
CONDUCTING TRAINING MEETINGS
P ET R R ET TOUJOURS P
AGENDA * COMPONENTS * TIME REQUIREMENTS
90
CONDUCTING TRAINING MEETINGS
AGENDA
P ET R R ET TOUJOURS P
COMPONENTS: THERE ARE THREE PHASES TO COMPANY TRAINING MEETINGS. THEY ARE COMPLETED TRAINING, NEAR-TERM TRAINING AND SHORT-RANGE TRAINING. COMMANDERS BEGIN THE MEETING BY DISCUSSING THE TRAINING CONDUCTED SINCE THE LAST MEETING, AND PROGRESS THROUGH PREEXECUTION CHECKS FOR NEAR-TERM TRAINING. THEY FINISH BY PLANNING FUTURE TRAINING. 91
CONDUCTING TRAINING MEETINGS
AGENDA
P ET R R ET TOUJOURS P
RECOMMENDED TIME LINE COMPLETED TRAINING NEAR-TERM TRAINING SHORT-RANGE TRAINING
15 MIN 30 MIN 15 MIN
92
CONDUCTING TRAINING MEETINGS
P ET R R ET TOUJOURS P
AGENDA TIME REQUIREMENTS: TRAINING MEETING LENGTH SHOULD NOT EXCEED ONE HOUR. THE KEY IS FOR THE COMMANDER TO ACHIEVE THE MEETING OBJECTIVES AS QUICKLY AND EFFICIENTLY AS POSSIBLE. 93
CONDUCTING TRAINING MEETINGS COMPLETED TRAINING
P ET R R ET TOUJOURS P
PLATOON ASSESSMENTS TRAINING MEETINGS BEGIN WITH PLATOON LEADERS AND PLATOON SERGEANTS ASSESSING COLLECTIVE AND SOLDIER TRAINING SINCE THE LAST TRAINING MEETING. THIS ASSESSMENT IS A DETAILED “GO AND NOGO” SNAPSHOT OF ALL TRAINING CONDUCTED BY THE PLATOON. THE SOURCES OF THE PLATOON ASSESSMENT MAY BE FORMAL, SUCH AS A PLATOON TRAINING EVALUATION EXTRACT FROM AN ARTEP MISSON, OR INFORMAL, SUCH AS COMMENTS GATHERED FROM AN AFTER-ACTION REVIEW.
94
CONDUCTING TRAINING MEETINGS COMPLETED TRAINING
P ET R R ET TOUJOURS P
PLATOON ASSESSMENTS: TO ASSIST IN BRIEFING THIS ASSESSMENT, THE PLATOON LEADER AND PLATOON SERGEANT CAN PREPARE A SIMPLE ONE-PAGE REPORT THAT GRAPHICALLY PORTRAYS THE ASSESSMENT.
95
CONDUCTING TRAINING MEETINGS
COMPLETED TRAINING
P ET R R ET TOUJOURS P
TRAINING SHORTFALLS: AS EACH PLATOON COMPLETES THE TRAINING ASSESSMENT, TRAINING SHORTFALLS ARE ADDRESSED. A TRAINING SHORTFALL IS WHEN TRAINING HAS BEEN PLANNED FOR, BUT NOT CONDUCTED. PLATOON LEADERS MUST EXPLAIN TO THE COMMANDER THE REASONS FOR NOT EXECUTING TRAINING, AND WHAT THE PLANS ARE TO MAKE UP THE MISSED TRAINING. 96
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
COMMAND GUIDANCE PRE-EXECUTION CHECK REVIEW
97
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
COMMAND GUIDANCE: THE NEXT STEP IN THE TRAINING MEETING PROCESS IS TO APPLY NEW COMMAND GUIDANCE. COMMAND GUIDANCE USUALLY COMES IN THE FORM OF NEW OR UNSCHEDULED REQUIREMENTS. COMMANDERS MUST LIMIT THE DISCUSSION OF NEW COMMAND GUIDANCE TO TRAININGRELATED ISSUES. 98
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
PRE-EXECUTION CHECK REVIEW One of the most important parts of the training meeting is the discussion of pre-execution checks. Pre-execution checks include the informal planning and detailed coordination conducted during the preparation for training. By reviewing key pre-execution checks the commander ensures that training events are fully planned for and coordinated with all elements of the company. 99
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
CALENDAR REVIEW PLATOON LEADER/ PLATOON SERGEANT INPUT TRAINING SCHEDULE DEVELOPMENT RULE NUMBER ONE RULE NUMBER TWO 100
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
CALENDAR REVIEW BEFORE PLANNING ANY NEW TRAINING, THE COMMANDER MUST FIRST CHECK THE BN LONG-RANGE CALENDAR. ANY EVENTS INDICATED ON THE BATTALION CALENDAR OR FOUND IN COMMAND TRAINING GUIDANCE ARE PUT ON THE COMPANY TRAINING SCHEDULE FIRST. AFTER THESE EVENTS ARE ACCOUNTED FOR, THE COMMANDER CAN THEN BEGIN PLANNING COMPANY TRAINING. 101
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
PLATOON LEADER/ PLATOON SERGEANT INPUT
BASED ON THEIR TRAINING ASSESSMENTS, PLT LDRS AND PLT SGT’s DEVELOP PLANS TO IMPROVE TRAINING PROFICIENCY. THESE PLANS ARE PREPARED AND BRIEFED TO THE COMMANDER DURING THE TRAINING MEETING.
102
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
PLATOON LEADER/ PLATOON SERGEANT INPUT
ONE METHOD OF PREPARING ALL THE NECESSARY INFORMATION REQUIRED TO “WIN A SLOT” ON THE TRAINING SCHEDULE IS TO USE ATRAINING EVENT WORKSHEET. THIS SHEET CONTAINS ALL OF THE INFORMATION NECESSARY TO CONVINCE THE COMMANDER THAT THE PARTICULAR TRAINING EVENT FITS INTO THE OVERALL COMPANY TRAINING PLAN. 103
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
TRAINING SCHEDULE DEVELOPMENT
COMMANDERS RECEIVE INPUT FROM ALL PLATOONS AND OTHER ELEMENTS OF THE COMPANY BEFORE FORMULATING THE DRAFT TRAINING SCHEDULE. DUE TO SUPPORT LIMITATIONS OR OTHER CONFLICTS, THE COMMANDER MAY HAVE TO DISAPPROVE A TRAINING EVENT.
104
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
TWO “RULES” OF SUCCESSFUL COMPANY TRAINING MANAGEMENT
WHEN FORMULATING THE TRAINING SCHEDULE THE COMMANDER NEEDS TO KEEP THE TWO “RULES” OF SUCCESSFUL COMPANY TRAINING MANAGEMENT IN MIND.
105
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
RULE NUMBER ONE COMMANDERS, DO NOT PUT ANYTHING ON THE TRAINING SCHEDULE THAT THEY DO NOT INTEND TO EXECUTE. THEY MUST AVOID THE TEMPTATION OF SCHEDULING EVENTS THEY KNOW CANNOT OR WILL BE EXECUTED JUST TO SATISFY CYCLIC TRAINING REQUIREMENTS.
106
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
RULE NUMBER TWO COMMANDERS, DO NOT NEED TO FILL UP EVERY MINUTE OF THE TRAINING SCHEDULE. FILLING UP EVERY MINUTE ON THE TRAINING SCHEDULE OFTEN LEAVES SUBORDINATE LEADERS WITH LITTLE ROOM TO “MANEUVER” DURING THE TRAINING DAY.
107
SUMMARY P ET R R ET TOUJOURS P
COMPANY- LEVEL TRAINING MANAGEMENT TRAINING MEETING PLANNING PROCESS PREPARING FOR TRAINING MEETINGS CONDUCTING TRAINING MEETINGS
2
P ET R R ET TOUJOURS P
TC 25-30
REFERENCES: FM 25-100
SSG PEAYTT
FM 25-101
1
OVERVIEW P ET R R ET TOUJOURS P
COMPANY- LEVEL TRAINING MANAGEMENT TRAINING MEETING PLANNING PROCESS PREPARING FOR TRAINING MEETINGS CONDUCTING TRAINING MEETINGS
2
COMPANY- LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
* OVERVIEW OF TRAINING MANAGEMENT * RESPONSIBILITIES * LONG-RANGE PLANNNING * SHORT-RANGE PLANNING * NEAR-TERM PLANNING 3
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
OVERVIEW OF TRAINING MANAGEMENT
* DEFINITION * BATTLE FOCUSED TRAINING * TRAINING MANAGEMENT CYCLE 4
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
* * * * * *
BATTALION COMMANDER & STAFF COMPANY COMMANDER EXECUTIVE OFFICER (XO) PLT LDR/ PSG FIRST SERGEANT OTHER LEADERS
5
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
* LONG-RANGE PLANNING DEFINITION PLANNING CALENDARS * SHORT-RANGE PLANNING DEFINITION * COMMAND GUIDANCE * QUARTERLY TRAINING BRIEFS * NEAR-TERM PLANNING DEFINITION * TRAINING MEETINGS 6
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
OVERVIEW OF TRAINING MANAGEMENT
* DEFINITION * BATTLE FOCUSED TRAINING * TRAINING MANAGEMENT CYCLE 7
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
DEFINITION: EFFECTIVE TRAINING IS THE ARMY’S NUMBER ONE PRIORITY DURING PEACETIME. TRAINING MANAGEMENT IS THE PROCESS USED BY ARMY LEADERS TO IDENTIFY TRAINING REQUIREMENTS AND THEN, PLAN RESOURCE, EXECUTE, AND EVALUATE TRAINING. 8
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
AT THE COMPANY LEVEL, AS AT ALL LEVELS OF COMMAND, THE TRAINING MEETING IS AN ESSENTIAL ELEMENT OF THE TRAINING MANAGEMENT PROCESS. TRAINING MEETINGS ARE PERIODIC MEETINGS CONDUCTED BY LEADERS TO REVIEW PAST TRAINING, PLAN AND PREPARE FUTURE TRAINING, AND EXCHANGE TIMELY TRAINING INFORMATION BETWEEN PARTICIPANTS. 9
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
BATTLE FOCUSED TRAINING BATTLE FOCUS IS THE PROCESS OF DERIVING PEACETIME TRAINING REQUIREMENTS FROM WARTIME MISSIONS. THE PURPOSE OF DEVELOPING A “BATTLE FOCUS” APPROACH TO TRAINING IS TO ALLOW COMMANDERS TO ACHIEVE A SUCCESSFUL TRAINING PROGRAM BY CONSCIOUSLY NARROWING THE FOCUS OF THE UNIT’S TRAINING EFFORTS TO A REDUCED NUMBER OF VITAL TASKS THAT ARE ESSENTIAL TO MISSION ACCOMPLISHMENT. 10
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
BATTLE FOCUSED TRAINING ONCE THE COMMANDER HAS DEVELOPED A BATTLE FOCUS APPROACH TO TRAINING, THE NEXT STEP IS TO ENSURE THAT THE SCARCE RESOURCES OF TIME AND TRAINING DOLLARS ARE NOT WASTED. FOR A MORE IN-DEPTH DISCUSSION OF BATTLE FOCUSED TRAINING, SEE CHAPTER 1 OF FM 25-101 11
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE THE TRAINING MANAGEMENT CYCLE BEGINS WITH THE ASSIGMENT OF A WARTIME MISSION AND THE ESTABLISHMENT OF A MISSION ESSENTIAL TASK LIST (METL).
SEE CHAPTER 2 OF FM 25-101 12
TRAINING MANAGEMENT CYCLE WARTIME MISSION
P ET R R ET TOUJOURS P
BATTLE FOCUS
MISSION ESSENTIAL TASK LIST (METL)
ASSESSMENT CONDUCT UNIT ASSESSMENT
PREPARE TRAINING ASSESSMENT
PREPARE LONG-RANGE PLAN
PLANNING
FEEDBACK EVALUATE TRAINING
EXECUTION
PREPARE SHORT-RANGE PLAN EXECUTE TRAINING
PREPARE NEAR-TERM PLAN
13
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE ONCE THE METL IS DEVELOPED, IT BECOMES THE TRAINING FOCUS FOR THE UNIT, OR THE “WHERE WE WANT TO BE” IN TERMS OF TRAINING PROFICIENCY. THE TRAINING MANAGEMENT CYCLE CONTINUES WITH A TRAINING ASSESSMENT. THIS ASSESSMENT IS A “WHERE WE ARE” CHECK IN TERMS OF TRAINING PROFICIENCY OF THE UNIT. 14
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE TWO BASIC ELEMENTS: 1- KNOWING WHERE YOU ARE (TRAINING ASSESSMENT) 2- KNOWING WHERE YOU ARE GOING (METL) ARE HALF THE BATTLE TO CONDUCTING EFFECTIVE TRAINING.
15
TRAINING MANAGEMENT CYCLE WARTIME MISSION
P ET R R ET TOUJOURS P
BATTLE FOCUS
MISSION ESSENTIAL TASK LIST (METL)
ASSESSMENT CONDUCT UNIT ASSESSMENT
PREPARE TRAINING ASSESSMENT
PREPARE LONG-RANGE PLAN
PLANNING
FEEDBACK EVALUATE TRAINING
EXECUTION
PREPARE SHORT-RANGE PLAN EXECUTE TRAINING
PREPARE NEAR-TERM PLAN
16
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE THE TRAINING MANAGEMENT CYCLE IS A CONTINUOUS CYCLE OF PLANNING, EXECUTING, AND ASSESSING. AN IMPORTANT ASPECT OF THE CYCLE IS THE CONTINUOUS USE OF FEEBACK TO REFINE THE TRAINING PLAN.
17
COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT CYCLE FEEDBACK TAKES MANY FORMS: PERSONAL OBSERVATIONS AFTER-ACTION REVIEWS INFORMAL EVALUATIONS A PRIMARY FORUM FOR THE DISCUSSION OF TRAINING ASSESSMENTS IS THE TRAINING MEETING. 18
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
* * * * * *
BATTALION COMMANDER & STAFF COMPANY COMMANDER EXECUTIVE OFFICER (XO) PLT LDR/ PSG FIRST SERGEANT OTHER LEADERS
19
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES BATTALION COMMANDER & STAFF: THE BATTALION COMMANDER AND HIS STAFF PLAY A KEY ROLE IN THE SUCCESSFUL EXECUTION OF COMPANY-LEVEL TRAINING. BESIDES PROVIDING COMMAND GUIDANCE AND LONG-RANGE TRAINING PLANS, THE BC SETS THE TONE FOR ESTABLISHING A SAFE, REALISTIC TRAINING PROGRAM THAT ACHIEVES THE UNIT’S TRAINING OBJECTIVES. 20
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES BATTALION COMMANDER MOST IMPORTANTLY, THE BC IS THE KEY LEADER WITH THE POWER TO PROTECT COMPANIES FROM TRAINING DETRACTORS BY RUTHLESSLY ENFORCING THE LOCK-IN OF MAJOR EVENTS AGREED UPON DURING TRAINING BRIEFINGS AND CONTAINED IN SIGNED TRAINING SCHEDULES. 21
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES COMMAND SERGEANT MAJOR (CSM) IS PERSONALLY RESPONSIBLE FOR ADVISING THE COMMANDER ON ALL MATTERS PERTAINING TO ENLISTED SOLDIERS. THE CSM HAS A MANDATE TO ENSURE THAT SOLDIERS RECEIVE THE BEST POSSIBLE TRAINING. HELPS IN THE INTEGRATION OF COLLECTIVE AND INDIVIDUAL SOLDIER TRAINING TASKS. 22
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES COMMAND SERGEANT MAJOR (CSM) ASSISTS THE COMMANDER IN ENSURING THAT NCOs SELECT APPROPRIATE SOLDIER TASKS TO SUPPORT EACH COLLECTIVE TASK SELECTED FOR TRAINING.
23
COMPANY LEVEL TRAINING MANAGEMENT TRAINING MANAGEMENT RESPONSIBILITIES INTEGRATION OF COLLECTIVE AND SOLDIER TRAINING
BATTLE FOCUS E A C H C O M M A N D E R
P ET R R ET TOUJOURS P
EACH CSM & NCO LEADER
SELECTS COLLECTIVE MISSION ESSENTIAL TASKS
SELECTS SUPPORTING SOLDIER TASKS
CONDUCTS TRAINING ASSESSMENT
CONDUCTS TRAINING ASSESSMENT
DETERMINES TRAINING OBJECTIVES
DETERMINES TRAINING OBJECTIVES
DETERMINES STRATEGY AND PLANS FOR TRAINING
DETERMINES STRATEGY AND PLANS FOR TRAINING
CONDUCTS PRE-EXECUTION CHECKS EXECUTES TRAINING AND CONDUCTS AAR
CONDUCTS PRE-EXECUTION CHECKS
DETERMINES STRATEGY AND PLANS FOR TRAINING
EXECUTES TRAINING AND CONDUCTS AAR
24
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES COMPANY COMMANDER: IS THE TRAINING MANAGER, RESPONSIBLE FOR EVERYTHING THE UNIT DOES OR FAILS TO DO. THIS IS ESPECIALLY TRUE FOR TRAINING. CC PERSONALLY TRAIN PLATOON LEADERS WITH THEIR PLATOONS, AND EVALUATE SECTION, SQUAD, TEAM AND CREW LEADERS WITH THEIR UNITS. IF TRAINING NEEDS TO BE SCHEDULED, IT IS THE CC’S RESPONSIBILITY TO SEE IT GETS PUTS ON THE TRAINING SCHEDULE.
25
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES EXEXUTIVE OFFICER (XO): AS SECOND IN COMMAND, THE XO MUST PREPARE TO ASSUME COMMAND. THE XO MUST BE AWARE OF COMMAND GUIDANCE, UNDERSTAND HOW TO SCHEDULE TRAINING, AND REQUEST THE APPROPRIATE RESOURCES THE XO IS USUALLY TASKED WITH SIGNIFICANT ADDITIONAL DUTIES, I.E. THE MAINTENANCE OFFICER. IN THIS CAPACITY, HE ADVISES THE COMMANDER ABOUT SCHEDULED VEHICLE/ EQUIPMENT SERVICES.
26
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
PLATOON LEADER / PLATOON SERGEANT: ARE RESPONSIBLE FOR THE TRAINING PROFICIENCY OF THEIR PLATOONS.
27
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES PLATOON LEADER: * ASSESSES THE TRAINING PROFICIENCY OF COLLECTIVE TASKS * PLANS TRAINING * REHEARSES TRAINERS * EVALUATES LEADER, TEAM, AND CREW LEVEL COLLECTIVE TRAINING * CONDUCTS PLATOON TRAINING MEETINGS 28
COMPANY LEVEL TRAINING MANAGEMENT P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
PLATOON SERGEANT: * ASSESSES AND EVALUATES THE TRAINING PROFICIENCY OF INDIVIDUAL SOLDIER TASKS * PLANS CONDUCT OF TRAINING * SELECTS INDIVIDUAL SOLDIER TRAINING TASKS * SELECTS OPPORTUNITY TRAINING * PROVIDES INPUT TO THE PLATOON LEADER’S COLLECTIVE TASK ASSESSMENT * ASSIGNS TRAINERS * REHEARSES TRAINERS * CONDUCTS PREEXECUTION CHECKS * ENSURES SOLDIERS ARE PREPARED FOR AND ATTEND TRAINING 29
COMPANY LEVEL TRAINING MANAGEMENT P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES
FIRST SERGEANT: HOLDS A SPECIAL PLACE IN THE COMPANY TRAINING MANAGEMENT ARENA. AS THE SENIOR ENLISTED SOLDIER IN THE COMPANY, THE 1SG IS CHARGED WITH MAINTAINING A HIGH LEVEL OF PROFICIENCY ON SOLDIER TASKS AND THE NCO LEADER DEVELOPMENT PROGRAM. 1SGs KEEP TABS ON THE “TRAINING PULSE” OF THE COMPANY, ONE WAY IS BY THE CONSTANT MONITORING OF SOLDIER TRAINING. FIRST SERGEANTS ALSO HAVE FORMAL RESPONSIBILITIES DURING QUARTERLY TRAINING BRIEFS. 30
COMPANY LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MANAGEMENT RESPONSIBILITIES OTHER LEADERS: OTHER LEADERS HAVE TRAINING MANAGEMENT RESPONSIBILITIES. SLICE LEADERS MUST KEEP THE COMPANY COMMANDER INFORMED OF THEIR TRAINING NEEDS, AND THEIR ABILITY TO HELP THE UNIT WITH SPECIALTY TRAINING. 31
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
LONG - RANGE PLANNING
DEFINITION PLANNING CALENDARS
32
COMPANY-LEVEL TRAINING MANAGEMENT
LONG - RANGE PLANNING
P ET R R ET TOUJOURS P
DEFINITION: AT THE COMPANY LEVEL, LONG-RANGE PLANNING ENCOMPASSES TRAINING THAT IS PLANNED FOR AND RESOURCED 12 MONTHS IN ADVANCE. EXAMPLE RESOURCES THAT ARE PLANNED FOR INCLUDE TRAINING AREAS, AMMO, AND FUEL. BY CONDUCTING LONG-RANGE PLANNING, UNITS CAN PREDICT THEIR NEEDS AND COORDINATE FOR SUPPORT WELL IN ADVANCE OF THE PLANNED TRAINING.
33
COMPANY-LEVEL TRAINING MANAGEMENT
LONG - RANGE PLANNING
P ET R R ET TOUJOURS P
PLANNING CALENDARS: LONG-RANGE PLANS ARE TRANSLATED INTO PLANNING CALENDARS FOR USE BY SUBORDINATE UNITS IN THEIR PLANNING PROCESS A BATTALION CALENDAR COVERS ONE TRAINING YEAR. THIS “PLANNING HORIZON” ALLOWS COMPANIES TO PLAN AND PREPARE APPROPRIATELY FOR MAJOR TRAINING EVENTS. IT ALSO ALLOWS SOLDIERS TO MAKE PLANS FOR LEAVE, SCHOOLING WITHOUT CONFLICTING WITH MAJOR TRAINING EVENTS
34
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
SHORT - RANGE PLANNING DEFINITION PLANNING CALENDARS
35
COMPANY-LEVEL TRAINING MANAGEMENT
SHORT - RANGE PLANNING
P ET R R ET TOUJOURS P
DEFINITION:
SHORT-RANGE PLANNING IS A REFINEMENT OF THE LONG-RANGE PLAN. THE SHORT-RANGE PLAN DEFINES IN SPECIFIC DETAIL THE BROAD GENERAL GUIDANCE FOUND IN THE LONG-RANGE PLAN. THE SHORT-RANGE PLAN BEGINS WITH A TRAINING ASSESSMENT, AND RESULTS IN SPECIFIC COMMAND TRAINING GUIDANCE. 36
COMPANY-LEVEL TRAINING MANAGEMENT
SHORT - RANGE PLANNING
P ET R R ET TOUJOURS P
PLANNING CALENDARS: SHORT-RANGE PLANNING AT THE BATTALION AND COMPANY LEVEL HAS A PLANNING HORIZON OF 3 MONTHS. SHORT-RANGE PLANS ARE PREPARED FOR EACH QUARTER, AND ARE PUBLISHED 6 WEEKS BEFORE THE START OF THE QUARTER. 37
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
COMMAND GUIDANCE DEFINITION TOPICS INCLUDE
38
COMPANY-LEVEL TRAINING MANAGEMENT
COMMAND GUIDANCE
P ET R R ET TOUJOURS P
DEFINITION: COMMAND GUIDANCE IS THE PRODUCTOF THE SHORT-RANGE PLAN. AT THE COMPANY LEVEL, COMMAND GUIDANCE COMES FROM THE BATTALION COMMANDER. THE COMMANDER’S TRAINING GUIDANCE IS A DOCUMENT THAT DESCRIBES THE TRAINING STRATEGY AND ASSIGNS SPECIFIC TRAINING OBJECTIVES AND PRIORITIES FOR THE NEXT QUARTER. BC BASE THEIR COMMAND TRAINING GUIDANCE ON INPUT FROM BDE AND HIGHER COMMANDERS. 39
COMPANY-LEVEL TRAINING MANAGEMENT
COMMAND GUIDANCE
P ET R R ET TOUJOURS P
COMMAND GUIDANCE IS VERY SPECIFIC IN NATURE.
NORMALLY ADDRESSES TOPICS SUCH AS: * COMMANDER’S ASSESSMENT OF METL PROFICIENCY * TRAINING PRIORITIES * INTEGRATION OF SLICE TRAINING * IMPACT OF TIME MANAGEMENT SYSTEMS ON SCHEDULED TRAINING (I.E. DUTY CO.) * INTEGRATION OF SOLDIER, LEADER AND COLLECTIVE TRAINING * EVALUATIONS, INSPECTIONS, AND FEEDBACK 40
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
NEAR-TERM PLANNING
DEFINITION
41
COMPANY-LEVEL TRAINING MANAGEMENT
NEAR-TERM PLANNING
P ET R R ET TOUJOURS P
DEFINITION: NEAR TERM PLANNING IDENTIFIES SPECIFIC ACTIONS REQUIRED TO EXECUTE THE SHORT-RANGE PLAN. NEAR TERM PLANNING COVERSA FOUR TO SIX WEEK PERIOD BEFORE THE EXECUTION OF TRAINING. NEAR-TERM PLANNING IS CONDUCTED WEEKLY AND CONSISTS OF TRAINING MEETINGS AT BATTALION AND COMPANY LEVELS. 42
COMPANY-LEVEL TRAINING MANAGEMENT
P ET R R ET TOUJOURS P
TRAINING MEETINGS
43
COMPANY-LEVEL TRAINING MANAGEMENT P ET R R ET TOUJOURS P
TRAINING MEETINGS
TRAINING MEETINGS ARE HELD EVERY WEEK AND ARE THE PRIMARY FORUM FOR PROVIDING GUIDANCE FOR FORMING TRAINING SCHEDULES.
44
TRAINING MEETING PLANNING PROCESS
P ET R R ET TOUJOURS P
* TRAINING MEETING OBJECTIVES * WHO ATTENDS AND WHY * TRAINING MEETING TIME AND PLACE * FREQUENCY
45
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
THE OBJECTIVE OF THE COMPANY TRAINING MEETING ARE TO REVIEW COMPLETED TRAINING, DECONFLICT TRAINING ISSUES, PLAN AND PREPARE FUTURE TRAINING, AND EXCHANGE TIMELY TRAINING INFORMATION BETWEEN PARTICIPANTS. 46
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
THE TRAINING MEETING PROCESS CAN BE DESCRIBED AS A THREE PHASE OPERATION: ASSESSMENT COORDINATION FUTURE PLANNING 47
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
ASSESSMENT (PHASE I): SEEKS TO DESCRIBE THE EFFECTIVENESS OF THE TRAINING CONDUCTED SINCE LAST TRAINING MEETING. LEADERS FROM ALL SUBORDINATE UNITS BRIEF CHANGES IN TRAINING STATUS. THE COMMANDER TAKES THIS INFORMATION, COMBINES IT WITH HIS PERSONAL OBSERVATIONS, AND COMES UP WITH A COMMANDER’S ASSESSMENT. 48
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
COORDINATION (PHASE II): WITH THE COMMANDER’S ASSESSMENT COMPLETE, THE NEXT PHASE IS THE COORDINATION OF FUTURE TRAINING THAT HAS ALREADY BEEN PLANNED. DETAILED AND SPECIFIC INSTRUCTIONS ARE ADDED TO EVENTS THAT ARE ON THE TRAINING SCHEDULES. LEADERS MAY BRIEF ON SPECIFIC TRAINING EXERCISES OR EVENTS. 49
TRAINING MEETING PLANNING PROCESS TRAINING MEETING OBJECTIVES
P ET R R ET TOUJOURS P
FUTURE PLANNING (PHASE III): WITH COORDINATION COMPLETE, THE FINAL PHASE OF THE TRAINING MEETING PROCESS IS TO PLAN FOR FUTURE TRAINING. SUBORDINATE LEADERS WORK WITH THE COMMANDER TO DEVELOP FUTURE TRAINING PLANS THAT SUPPORT THE ASSESSMENT CONDUCTED IN PHASE 1. DURING THIS PHASE THE COMMANDER ENSURES THAT SCARCE TRAINING TIME IS EFFECTIVELY USED.
50
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY
P ET R R ET TOUJOURS P
INTERNAL COMPANY EXTERNAL- SLICE AND ATTACHMENTS SPECIAL
51
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
THE COMPANY TRAINING MEETING IS A HIGH PRIORITY MISSION FOR THE LEADERSHIP OF THE COMPANY. ATTENDANCE FOR SELECTED LEADERS IS MANDATORY.
52
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY COMMANY COMMANDER
P ET R R ET TOUJOURS P
FIRST SERGEANT
EXECUTIVE OFFICER PLATOON LEADERS/ PLATOON SERGEANTS SUPPLY SERGEANT MAINTENANCE SUPERVISORN NBC NCO OTHER KEY STAFF NCOs
53
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
COMMANY COMMANDER IS RESPONSIBLE FOR THE EFFICIENT CONDUCT OF THE TRAINING MEETING. ALTHOUGH ALL LEADERS PARTICIPATE IN THE TRAINING DISCUSSION, IT IS THE COMMANDER WHO LEADS THE MEETING AND PROVIDES DIRECTION AND FOCUS. 54
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
EXECUTIVE OFFICER (XO): THE SECOND IN COMMAND, AND AS SUCH, RUNS THE TRAINING MEETING IN THE COMMANDER’S ABSENCE. IF ASSIGNED AS MAINTENANCE OFFICER, X0s ASSIST THE COMMANDER WITH COORDINATING MAINTENANCE-RELATED ACTIVITIES. 55
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
FIRST SERGEANT (1SG): IS THE SENIOR ENLISTED SOLDIER, AND A PERSONAL ADVISOR TO THE COMMANDER ON ALL ISSUES THAT EFFECT INDIVIDUAL SOLDIER TRAINING. HAS THE KEY TASK OF HELPING THE COMMANDER WITH TRAINING ASSESSMENTS. PROVIDES GUIDANCE AND ADVISE ON TRAINING PLANS. 56
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
PLATOON LEADERS: BRIEF THE COLLECTIVE TASK PROFICIENCY DURING THE ASSESSMENT PHASE OF THE TRAINING MEETING. DURING THE COORDINATION PHASE, THEY PROVIDE THE COMMANDER WITH DETAILS ON UPCOMING TRAINING. DURING THE FUTURE PLANNING PHASE, THEY REQUEST AND RECOMMEND COLLECTIVE TRAINING TASKS THEY WANT TO TRAIN. 57
TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY INTERNAL COMPANY
P ET R R ET TOUJOURS P
OTHER KEY STAFF NCOs: ADVISE THE COMMANDER ON SPECIALIST TRAINING. MAINTENANCE SUPERVISIOR: COORDINATE THE MAINTENANCE EFFORTS SUPPLY SERGEANTS: ADVISE THE COMMANDER ON SUPPLY-RELATED ISSUES.
58
TRAINING MEETING PLANNING PROCESS P ET R R ET TOUJOURS P
TRAINING MEETING TIME AND PLACE * WHEN TO CONDUCT THE TRAINING MEETING * TRAINING MEETING LOCATION
59
TRAINING MEETING PLANNING PROCESS TRAINING MEETING TIME AND PLACE
P ET R R ET TOUJOURS P
WHEN TO CONDUCT THE TRAINING MEETING
ON THE SAME DAY AND TIME EACH WEEK (THIS ALLOWS OTHER LEADERS TO PLAN AND PREPARE TO THE TRAINING MEETING) FOLLOW THE BATTALION TRAINING MEETING (NOT BY MORE THAN 2 DAYS) 60
TRAINING MEETING PLANNING PROCESS TRAINING MEETING TIME AND PLACE
P ET R R ET TOUJOURS P
WHEN TO CONDUCT THE TRAINING MEETING SELECTION OF TIME DEPENDS ON SEVERAL FACTORS: 1- ENABLING ATTENDEES TO MAKE THE MEETING 2- MINIMIZING TRAINING DISRUPTIONS 3- ALLOWING SUBORDINATE LEADERS TO BRIEF THEIR SOLDIERS ON TRAINING ISSUES 61
TRAINING MEETING PLANNING PROCESS P ET R R ET TOUJOURS P
TRAINING MEETING FREQUENCY
GARRISON AND FIELD LOCATIONS COMPANY HUDDLES
62
TRAINING MEETING PLANNING PROCESS TRAINING MEETING FREQUENCY
P ET R R ET TOUJOURS P
GARRISON AND FIELD LOCATIONS COMMANDERS MUST STRIVE TO FIND THE TIME, EVEN IN THE FIELD, TO CONDUCT TRAINING MEETINGS. THE PLANNING CYCLE DOES NOT STOP SIMPLY BECAUSE IT IS NOT CONVENIENT TO HOLD A MEETING. 63
TRAINING MEETING PLANNING PROCESS TRAINING MEETING FREQUENCY
P ET R R ET TOUJOURS P
COMPANY HUDDLES ARE DAILY GATHERINGS OF KEY LEADERS, TO CONDUCT A QUICK DISCUSSION OF TRAINING ISSUES. SUCH TOPICS MAY INCLUDE: LAST MINUTE CHANGES, FINAL PREEXECUTION CHECK REVIEW, SPECIAL OR NEW COMMAND GUIDANCE, MAINT/ PERSONAL STATUS CHANGES. 64
TRAINING MEETING PLANNING PROCESS TRAINING MEETING FREQUENCY
P ET R R ET TOUJOURS P
COMPANY HUDDLES ALLOW COMMANDERS TO MANAGE TRAINING ON A DAILY BASIS, WITHOUT CALLING IMPROMPTU TRAINING MEETINGS. THESE HUDDLES USUALLY LAST NO MORE THAN FIVE TO TEN MINUTES. 65
PREPARING FOR TRAINING MEETINGS
P ET R R ET TOUJOURS P
* COMMANDER’S ASSESSMENT * TRAINING MEETING WORKSHEETS * TRAINING AIDS * WHAT TO BRING TO THE MEETING * HOMEWORK 66
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT
P ET R R ET TOUJOURS P
DEFINITION SOURCES OF INPUT
67
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT
P ET R R ET TOUJOURS P
DEFINITION DETERMINES THE TRAINING STRENGTHS AND WEAKNESSES OF THE UNIT. COMMANDER’S USE THE T-(TRAINED), P-(NEEDS PRACTICE), U-(UNTRAINED) RATING SCALE TO ASSESS TRAINING PROFICIENCY ON METL TASKS. 68
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT DEFINITION
P ET R R ET TOUJOURS P
T-(TRAINED) “T” MEANS THAT THE UNIT CAN PERFORM THE TASK TO STANDARD WITHOUT ANY SIGNIFICANT SHORTCOMINGS. PRACTICE ON “T” TASKS IS DESIGNED TO KEEP SOLDIERS FROM LOOSING PROFICIENCY.
69
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT DEFINITION
P ET R R ET TOUJOURS P
P-(NEEDS PRACTICE) “P” MEANS THAT THE UNIT CAN PERFORM THE TASK WITH SOME SHORTCOMINGS. THE SHORTCOMINGS ARE NOT SEVERE ENOUGH TO REQUIRE COMPLETE RETRAINING.
70
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT DEFINITION
P ET R R ET TOUJOURS P
U-(UNTRAINED) “U” MEANS THAT THE UNIT CANNOT PERFORM THE TASK TO STANDARD.
71
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
COMMANDER’S ASSESSMENT
SOURCES OF INPUT
72
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT
P ET R R ET TOUJOURS P
SOURCES OF INPUT COMMANDERS AND LEADERS AT ALL LEVELS USE MANY SOURCES TO DEVELOP THEIR TRAINING ASSESSMENTS. POSSIBLY THE BEST SOURCE IS THROUGH PERSONAL OBSERVATION. PERSONAL OBSERVATION ALLOWS LEADERS TO SEE FIRSTHAND THE TRAINING STRENGTHS AND WEAKNESSES.
73
PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT
P ET R R ET TOUJOURS P
SOURCES OF INPUT OTHER IMPORTANT SOURCES: LOCAL EXTERNAL EVALUATIONS AFTER-ACTION REVIEWS ANNUAL TRAINING REPORTS COMMON TASK TEST RESULTS APFT SCORES WEAPON QUALIFICATION RECORDS 74
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
TRAINING MEETING WORKSHEETS
PURPOSE FORMAT
75
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
TRAINING MEETING WORKSHEET
PURPOSE IS TO HELP THE COMMANDER MAINTAIN FOCUS DURING THE TRAINING MEETING. THE COMMANDER PARTIALLY FILLS OUT THE WORK SHEET PRIOR TO HE TRAINING MEETING WITH NOTES AND GENERAL PLANS FOR FUTURE TRAINING. DURING THE MEETING THE WORKSHEET IS USED TO RECORD TRAINING NOTES AND ASSESSMENT RESULTS.
76
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
TRAINING MEETING WORKSHEET
FORMAT THE RECOMMENDED FORMAT FOR THE TRAINING MEETING WORKSHEET IS A SIMPLE TWO-COLUMN FORM. EACH COLUMN IS THEN BROKEN DOWN INTO WEEK-LONG BLOCKS. THE WORKSHEET IS AN INFORMAL TRAINING MANAGEMENT TOOL. 77
PREPARING FOR TRAINING MEETINGS
TRAINING AIDS
P ET R R ET TOUJOURS P
PURPOSE TRAINING AIDS ASSIST THE COMMANDER BY PROVIDING VISUAL DISPLAYS OF FUTURE TRAINING PLANS, PREEXECUTION CHECKS, AND OTHER RELATED PRODUCTS. TRAINING AIDS DO NOT NEED TO BE ELABORATE TO BE EFFECTIVE. 78
PREPARING FOR TRAINING MEETINGS
TRAINING AIDS
P ET R R ET TOUJOURS P
LONG-RANGE CALENDAR: GRAPHICALLY SHOWS SCHEDULE OF UPCOMING EVENTS. MAPS: SHOWS LOCATIONS OF TRAINING EVENTS METL CHART: DISPLAYS METL TRAINING SCHEDULES: GOOD “SNAP-SHOT” OF NEAR-TERM TRAINING BUTCHER CHARTS & OVERHEAD PROJECTOR: BRIEFING/ DISCUSSION AID 79
PREPARING FOR TRAINING MEETINGS P ET R R ET TOUJOURS P
WHAT TO BRING TO THE TRAINING MEETING INDIVIDUAL REQUIREMENTS HOMEWORK
80
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
COMMANDER: COMPANY BATTLE ROSTERS TRAINING MEETING WORKSHEET METL WITH CURRENT ASSESSMENT MOST CURRENT COMMAND TRAINING GUIDANCE LONG AND SHORT- RANGE CALENDARS COMPANY TRAINING SCHEDULES APPLICABLE MANUALS APPL OPORD’s, MOI’s 81
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
EXECUTIVE OFFICER: MAINTENANCE SCHEDULE INSPECTION SCHEDULE CURRENT DA FORM 2406 SUPPLY INVENTORY SCHEDULE TRAINING SCHEDULES STATUS OF RESOURCES REQUESTED FOR TRAINING. 82
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
FIRST SERGEANT: LEADER BOOK COMPANY BATTLE ROSTERS COMPANY DUTY ROSTERS BATTALION DUTY SCHEDULES TASKINGS APPOINTMENT SCHEDULES SCHOOLS SCHEDULES INSPECTIONS SCHEDULES MISCELLANEOUS INFORMATION (APFT,H/W DATA) 83
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
PLATOON LEADER/ PLATOON SERGEANT: LEADER BOOK PLATOON ASSESSMENT WORKSHEETS TRAINING SCHEDULES PREEXECUTION CHECKLISTS PLATOON BATTLE ROSTERS FUTURE TRAINING WORKSHEETS
84
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
MAINTENANCE TEAM CHIEF: LEADER BOOK BATTLE ROSTER TRAINING SCHEDULES MAINTENANCE SCHEDULE INSPECTION SCHEDULE CURRENT DA FORM 2406
85
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
SUPPLY SERGEANT: LEADER BOOK TRAINING SCHEDULES SUPPLY INVENTORY SCHEDULES INSPECTION SCHEDULE
86
PREPARING FOR TRAINING MEETINGS WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
P ET R R ET TOUJOURS P
TRAINING NCO: TRAINING SCHEDULES BATTLE ROSTER SCHOOLS INFORMATION
87
PREPARING FOR TRAINING MEETINGS
HOMEWORK
P ET R R ET TOUJOURS P
KEY LEADERS HAVE “HOMEWORK” TO DO BEFORE EACH TRAINING MEETING. THIS HOMEWORK INCLUDES SPECIFIC TASKS THAT REQUIRE ATTENTION ON A WEEKLY BASIS. PREPARING IN ADVANCE OF THE MEETING ENSURES LEADERS WASTE NO TIME DURING THE ACTUAL TRAINING MEETING.
88
CONDUCTING TRAINING MEETINGS
P ET R R ET TOUJOURS P
* AGENDA * COMPLETED TRAINING * NEAR-TERM TRAINING * SHORT-RANGE TRAINING
89
CONDUCTING TRAINING MEETINGS
P ET R R ET TOUJOURS P
AGENDA * COMPONENTS * TIME REQUIREMENTS
90
CONDUCTING TRAINING MEETINGS
AGENDA
P ET R R ET TOUJOURS P
COMPONENTS: THERE ARE THREE PHASES TO COMPANY TRAINING MEETINGS. THEY ARE COMPLETED TRAINING, NEAR-TERM TRAINING AND SHORT-RANGE TRAINING. COMMANDERS BEGIN THE MEETING BY DISCUSSING THE TRAINING CONDUCTED SINCE THE LAST MEETING, AND PROGRESS THROUGH PREEXECUTION CHECKS FOR NEAR-TERM TRAINING. THEY FINISH BY PLANNING FUTURE TRAINING. 91
CONDUCTING TRAINING MEETINGS
AGENDA
P ET R R ET TOUJOURS P
RECOMMENDED TIME LINE COMPLETED TRAINING NEAR-TERM TRAINING SHORT-RANGE TRAINING
15 MIN 30 MIN 15 MIN
92
CONDUCTING TRAINING MEETINGS
P ET R R ET TOUJOURS P
AGENDA TIME REQUIREMENTS: TRAINING MEETING LENGTH SHOULD NOT EXCEED ONE HOUR. THE KEY IS FOR THE COMMANDER TO ACHIEVE THE MEETING OBJECTIVES AS QUICKLY AND EFFICIENTLY AS POSSIBLE. 93
CONDUCTING TRAINING MEETINGS COMPLETED TRAINING
P ET R R ET TOUJOURS P
PLATOON ASSESSMENTS TRAINING MEETINGS BEGIN WITH PLATOON LEADERS AND PLATOON SERGEANTS ASSESSING COLLECTIVE AND SOLDIER TRAINING SINCE THE LAST TRAINING MEETING. THIS ASSESSMENT IS A DETAILED “GO AND NOGO” SNAPSHOT OF ALL TRAINING CONDUCTED BY THE PLATOON. THE SOURCES OF THE PLATOON ASSESSMENT MAY BE FORMAL, SUCH AS A PLATOON TRAINING EVALUATION EXTRACT FROM AN ARTEP MISSON, OR INFORMAL, SUCH AS COMMENTS GATHERED FROM AN AFTER-ACTION REVIEW.
94
CONDUCTING TRAINING MEETINGS COMPLETED TRAINING
P ET R R ET TOUJOURS P
PLATOON ASSESSMENTS: TO ASSIST IN BRIEFING THIS ASSESSMENT, THE PLATOON LEADER AND PLATOON SERGEANT CAN PREPARE A SIMPLE ONE-PAGE REPORT THAT GRAPHICALLY PORTRAYS THE ASSESSMENT.
95
CONDUCTING TRAINING MEETINGS
COMPLETED TRAINING
P ET R R ET TOUJOURS P
TRAINING SHORTFALLS: AS EACH PLATOON COMPLETES THE TRAINING ASSESSMENT, TRAINING SHORTFALLS ARE ADDRESSED. A TRAINING SHORTFALL IS WHEN TRAINING HAS BEEN PLANNED FOR, BUT NOT CONDUCTED. PLATOON LEADERS MUST EXPLAIN TO THE COMMANDER THE REASONS FOR NOT EXECUTING TRAINING, AND WHAT THE PLANS ARE TO MAKE UP THE MISSED TRAINING. 96
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
COMMAND GUIDANCE PRE-EXECUTION CHECK REVIEW
97
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
COMMAND GUIDANCE: THE NEXT STEP IN THE TRAINING MEETING PROCESS IS TO APPLY NEW COMMAND GUIDANCE. COMMAND GUIDANCE USUALLY COMES IN THE FORM OF NEW OR UNSCHEDULED REQUIREMENTS. COMMANDERS MUST LIMIT THE DISCUSSION OF NEW COMMAND GUIDANCE TO TRAININGRELATED ISSUES. 98
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
PRE-EXECUTION CHECK REVIEW One of the most important parts of the training meeting is the discussion of pre-execution checks. Pre-execution checks include the informal planning and detailed coordination conducted during the preparation for training. By reviewing key pre-execution checks the commander ensures that training events are fully planned for and coordinated with all elements of the company. 99
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
CALENDAR REVIEW PLATOON LEADER/ PLATOON SERGEANT INPUT TRAINING SCHEDULE DEVELOPMENT RULE NUMBER ONE RULE NUMBER TWO 100
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
CALENDAR REVIEW BEFORE PLANNING ANY NEW TRAINING, THE COMMANDER MUST FIRST CHECK THE BN LONG-RANGE CALENDAR. ANY EVENTS INDICATED ON THE BATTALION CALENDAR OR FOUND IN COMMAND TRAINING GUIDANCE ARE PUT ON THE COMPANY TRAINING SCHEDULE FIRST. AFTER THESE EVENTS ARE ACCOUNTED FOR, THE COMMANDER CAN THEN BEGIN PLANNING COMPANY TRAINING. 101
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
PLATOON LEADER/ PLATOON SERGEANT INPUT
BASED ON THEIR TRAINING ASSESSMENTS, PLT LDRS AND PLT SGT’s DEVELOP PLANS TO IMPROVE TRAINING PROFICIENCY. THESE PLANS ARE PREPARED AND BRIEFED TO THE COMMANDER DURING THE TRAINING MEETING.
102
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
PLATOON LEADER/ PLATOON SERGEANT INPUT
ONE METHOD OF PREPARING ALL THE NECESSARY INFORMATION REQUIRED TO “WIN A SLOT” ON THE TRAINING SCHEDULE IS TO USE ATRAINING EVENT WORKSHEET. THIS SHEET CONTAINS ALL OF THE INFORMATION NECESSARY TO CONVINCE THE COMMANDER THAT THE PARTICULAR TRAINING EVENT FITS INTO THE OVERALL COMPANY TRAINING PLAN. 103
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
TRAINING SCHEDULE DEVELOPMENT
COMMANDERS RECEIVE INPUT FROM ALL PLATOONS AND OTHER ELEMENTS OF THE COMPANY BEFORE FORMULATING THE DRAFT TRAINING SCHEDULE. DUE TO SUPPORT LIMITATIONS OR OTHER CONFLICTS, THE COMMANDER MAY HAVE TO DISAPPROVE A TRAINING EVENT.
104
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
TWO “RULES” OF SUCCESSFUL COMPANY TRAINING MANAGEMENT
WHEN FORMULATING THE TRAINING SCHEDULE THE COMMANDER NEEDS TO KEEP THE TWO “RULES” OF SUCCESSFUL COMPANY TRAINING MANAGEMENT IN MIND.
105
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
RULE NUMBER ONE COMMANDERS, DO NOT PUT ANYTHING ON THE TRAINING SCHEDULE THAT THEY DO NOT INTEND TO EXECUTE. THEY MUST AVOID THE TEMPTATION OF SCHEDULING EVENTS THEY KNOW CANNOT OR WILL BE EXECUTED JUST TO SATISFY CYCLIC TRAINING REQUIREMENTS.
106
CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
P ET R R ET TOUJOURS P
RULE NUMBER TWO COMMANDERS, DO NOT NEED TO FILL UP EVERY MINUTE OF THE TRAINING SCHEDULE. FILLING UP EVERY MINUTE ON THE TRAINING SCHEDULE OFTEN LEAVES SUBORDINATE LEADERS WITH LITTLE ROOM TO “MANEUVER” DURING THE TRAINING DAY.
107
SUMMARY P ET R R ET TOUJOURS P
COMPANY- LEVEL TRAINING MANAGEMENT TRAINING MEETING PLANNING PROCESS PREPARING FOR TRAINING MEETINGS CONDUCTING TRAINING MEETINGS
2
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