“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
COMMANDER’S
RESPONSIBILITIES IN TRAINING
RESPONSIBILITIES IN TRAINING
«
INVEST PERSONAL TIME , ENERGY AND INVEST PERSONAL TIME , ENERGY AND
GUIDANCE GUIDANCE
«
TRAIN ONE LEVEL DOWN, EVALUATE TWO TRAIN ONE LEVEL DOWN, EVALUATE TWO
LEVELS DOWN LEVELS DOWN
«
DEVELOP VISION OR INTENT (FOCUS) DEVELOP VISION OR INTENT (FOCUS)
«
TRAIN THE TRAINER TRAIN THE TRAINER
«
ESTABLISH A REALISTIC, SAFE TRAINING ESTABLISH A REALISTIC, SAFE TRAINING
PROGRAM PROGRAM
«
FOSTER A POSITIVE COMMAND CLIMATE FOSTER A POSITIVE COMMAND CLIMATE
«
INVOLVED IN ALL ASPECTS OF TRAINING INVOLVED IN ALL ASPECTS OF TRAINING
«
CLEARLY STATE EXPECTATIONS CLEARLY STATE EXPECTATIONS
«
PROTECT UNITS FROM TRAINING DISTRACTERS PROTECT UNITS FROM TRAINING DISTRACTERS
«
ENSURE SUBORDINATE COMMANDERS UNDERSTAND ENSURE SUBORDINATE COMMANDERS UNDERSTAND
THE IMPORTANCE OF TRAINING MEETINGS THE IMPORTANCE OF TRAINING MEETINGS
«
PROTECT RESOURCES FOR TRAINING PROTECT RESOURCES FOR TRAINING
«
PERSONALLY VISIT TRAINING PERSONALLY VISIT TRAINING
COMMANDER’S
COMMANDER’S
RESPONSIBILITIES IN TRAINING
RESPONSIBILITIES IN TRAINING
(C0N’T) (C0N’T)
OVERLAPPING TRAINING
OVERLAPPING TRAINING
RESPONSIBILITIES
RESPONSIBILITIES
COMMANDER
NCOs
OFFICERS
COLLECTIVE
TRAINING
SOLDIER
TRAINING
LEADER
TRAINING
LEADER’S RESPONSIBILITIES
LEADER’S RESPONSIBILITIES
IN TRAINING
IN TRAINING
ª
CENTRALIZE TRAINING PLANNING CENTRALIZE TRAINING PLANNING
ª
DECENTRALIZE TRAINING EXECUTION DECENTRALIZE TRAINING EXECUTION
ª
ESTABLISH EFFECTIVE COMMUNICATIONS ESTABLISH EFFECTIVE COMMUNICATIONS
ª
DEMAND TRAINING BE EXECUTED TO THE DEMAND TRAINING BE EXECUTED TO THE
ARMY STANDARD ARMY STANDARD
ª
UNDERSTAND THE ROLE OF THE RESERVE UNDERSTAND THE ROLE OF THE RESERVE
COMPONENTS COMPONENTS
ª
TRAINED THE COMBINED ARMS TEAM TRAINED THE COMBINED ARMS TEAM
PRINCIPLES OF TRAINING
PRINCIPLES OF TRAINING
'
TRAIN AS A COMBINED ARMS AND SERVICES TRAIN AS A COMBINED ARMS AND SERVICES
TEAM TEAM
Z
TRAIN AS YOU FIGHT TRAIN AS YOU FIGHT
·
USE APPROPRIATE DOCTRINE USE APPROPRIATE DOCTRINE
J
USE PERFORMANCE-ORIENTED TRAINING USE PERFORMANCE-ORIENTED TRAINING
·
TRAIN TO CHALLENGE TRAIN TO CHALLENGE
±
TRAIN TO SUSTAIN PROFICIENCY TRAIN TO SUSTAIN PROFICIENCY
1
TRAIN USING MULTIECHELON TECHNIQUES TRAIN USING MULTIECHELON TECHNIQUES
*
TRAIN TO MAINTAIN TRAIN TO MAINTAIN
"
MAKE COMMANDERS (LEADERS) THE PRIMARY MAKE COMMANDERS (LEADERS) THE PRIMARY
TRAINERS TRAINERS
TRAINED AS A COMBINED
TRAINED AS A COMBINED
ARMS AND SERVICES TEAM
ARMS AND SERVICES TEAM
+
SYNCHRONIZE COMBAT ARMS, COMBAT
SYNCHRONIZE COMBAT ARMS, COMBAT


SUPPORT, AND SERVICE SUPPORT
SUPPORT, AND SERVICE SUPPORT


SYSTEMS
SYSTEMS
+
TRAIN FOR WAR
TRAIN FOR WAR
+
BUILD TEAM UNDERSTANDING AND
BUILD TEAM UNDERSTANDING AND


COHESION
COHESION
TRAIN AS YOU FIGHT
TRAIN AS YOU FIGHT
C
REPLICATE THE BATTLEFIELD
REPLICATE THE BATTLEFIELD
C
INCREASE DIFFICULTY TO ATTAIN THE
INCREASE DIFFICULTY TO ATTAIN THE


ARMY STANDARD
ARMY STANDARD
C
TRAIN UNDER REALISTIC (WARTIME)
TRAIN UNDER REALISTIC (WARTIME)


CONDITIONS
CONDITIONS
C
TRAIN AGAINST OPFOR REPLICATING THE
TRAIN AGAINST OPFOR REPLICATING THE


THREAT
THREAT
C
TRAIN WITH REALISM
TRAIN WITH REALISM
C
TRAIN SAFELY
TRAIN SAFELY
USE APPROPRIATE
USE APPROPRIATE
DOCTRINE
DOCTRINE
+


TRAIN USING ARMY DOCTRINE
TRAIN USING ARMY DOCTRINE
+


TRAIN TO THE ARMY STANDARD
TRAIN TO THE ARMY STANDARD
+


DEVELOP STANDARDS WHEN THE ARMY
DEVELOP STANDARDS WHEN THE ARMY


STANDARD IS UNPUBLISHED
STANDARD IS UNPUBLISHED


(APPROVED TWO LEVELS UP)
(APPROVED TWO LEVELS UP)
USE PERFORMANCE ORIENTED
USE PERFORMANCE ORIENTED
TRAINING
TRAINING
´
ACTION, CONDITIONS, AND STANDARDS ARE ACTION, CONDITIONS, AND STANDARDS ARE
KNOWN KNOWN
´
RETRAIN UNTIL THE STANDARD IS MET RETRAIN UNTIL THE STANDARD IS MET
´
ENFORCE THE STANDARD AT ALL TIMES ENFORCE THE STANDARD AT ALL TIMES
´
DO DO THE TASK, DON’T TALK OR READ THE TASK, DON’T TALK OR READ
ABOUT IT ABOUT IT
´
BATTLEFIELD MISSION PROFICIENCY BATTLEFIELD MISSION PROFICIENCY
TRAIN TO CHALLENGE
TRAIN TO CHALLENGE
¬
TOUGH
TOUGH
¬
REALISITIC
REALISITIC
¬
MENTALLY AND PHYSICALLY CHALLENGING
MENTALLY AND PHYSICALLY CHALLENGING
¬
BUILDS COMPETENCE AND CONFIDENCE
BUILDS COMPETENCE AND CONFIDENCE
¬
ENCOURAGES INITIATIVE
ENCOURAGES INITIATIVE
TRAIN TO SUSTAIN
TRAIN TO SUSTAIN
PROFICIENCY
PROFICIENCY
+
SUSTAINMENT TRAINIING SUSTAINMENT TRAINIING
·
BUILDS ON MASTERED TASKS BUILDS ON MASTERED TASKS
·
OPPORTUNITY TRAINING HONES KNOWN TASKS OPPORTUNITY TRAINING HONES KNOWN TASKS
+
OPPORTUNITY TRAINING OPPORTUNITY TRAINING
·
PRESELECTED PRE-PLANNED CRITICAL TASKS PRESELECTED PRE-PLANNED CRITICAL TASKS
·
CONDUCTED WHEN UNSCHEDULED TIME IS CONDUCTED WHEN UNSCHEDULED TIME IS
AVAILABLE AVAILABLE
+
BAND OF EXCELLENCE BAND OF EXCELLENCE
SUSTAINMENT TRAINING BAND SUSTAINMENT TRAINING BAND
MEAN MEAN
NEW NEW
EQUIPMENT EQUIPMENT
FIELDING FIELDING
NEW NEW
EQUIPMENT EQUIPMENT
TRAINING TRAINING
KEY KEY
PERSONNEL PERSONNEL
TURNOVER TURNOVER
TF TF
EXEVAL EXEVAL
(JUL) (JUL)
GUNNERY GUNNERY
(AUG) (AUG)
WPNS WPNS
TNG TNG
(SEP) (SEP)
POST POST
SUPPORT SUPPORT
(OCT) (OCT)
SQD SQD
STX STX
PLT PLT
STX STX
(NOV) (NOV)
PLT PLT
EXEVAL EXEVAL
(DEC) (DEC)
GUNNERY GUNNERY
(JAN) (JAN)
CO CO
FTX FTX
(FEB) (FEB)
BDE TF BDE TF
CPX FTX CPX FTX
(MAR) (MAR)
CO TM STX CO TM STX
DIV DIV
CPX CPX
(APR) (APR)
CO CO
TM TM
EXEVAL EXEVAL
(MAY) (MAY)
LCX LCX
T T
F F
E E
X X
E E
V V
A A
L L
DEPLOY DEPLOY
(JUN) (JUN)
NTC NTC
ROTATION ROTATION
(JUL) (JUL)
TIME TIME
PROFICIENCY PROFICIENCY BAND OF EXCELLENCE BAND OF EXCELLENCE
TRAIN USING MULTIECHELON
TRAIN USING MULTIECHELON
TECHNIQUES
TECHNIQUES
+
MULTIECHELON TRAINING MULTIECHELON TRAINING
SIMULTANEOUS TRAINING OF MORE THAN ONE ECHELON ON SIMULTANEOUS TRAINING OF MORE THAN ONE ECHELON ON
DIFFERENT TASKS. EXAMPLES OF MULTIECHELON TRAINING DIFFERENT TASKS. EXAMPLES OF MULTIECHELON TRAINING
ARE THE CONCURRENT CONDUCT OF DIFFERENT EXERCISES ARE THE CONCURRENT CONDUCT OF DIFFERENT EXERCISES
BY SUBORDINATE ELEMENTS IN A UNIT AND THE TRAINING OF BY SUBORDINATE ELEMENTS IN A UNIT AND THE TRAINING OF
DIFFERENT TASKS BY ELEMENTS OF THE SAME UNIT DIFFERENT TASKS BY ELEMENTS OF THE SAME UNIT
+
ALL MULTIECHELON TRAINING INCLUDES ALL MULTIECHELON TRAINING INCLUDES
SOLDIER AND LEADER TRAINING SOLDIER AND LEADER TRAINING
+
MOST EFFECTIVE WAY TO TRAIN AND SUSTAIN MOST EFFECTIVE WAY TO TRAIN AND SUSTAIN
EACH ECHELON EACH ECHELON
TRAIN TO MAINTAIN
TRAIN TO MAINTAIN
×
MAINTAIN TO TRAIN MAINTAIN TO TRAIN
×
SCHEDULE SCHEDULE
MAINTENANCE TO MAINTENANCE TO
REINFORCE SYSTEMS REINFORCE SYSTEMS
APPROACH APPROACH
×
MAINTAIN TO THE ARMY MAINTAIN TO THE ARMY
TECHNICAL MANUAL TECHNICAL MANUAL
10/20 STANDARD 10/20 STANDARD
×
TRAIN TO MAINTAIN TRAIN TO MAINTAIN
×
ALL UNIT EQUIPMENT ALL UNIT EQUIPMENT
×
CONDUCT OPPORTUNITY CONDUCT OPPORTUNITY
TRAINING TO SUSTAIN TRAINING TO SUSTAIN
PROFICIENCY PROFICIENCY
MAINTAIN
MAINTAIN
TRAIN
TRAIN
COMMANDERS AND LEADERS
COMMANDERS AND LEADERS
ARE THE PRIMARY TRAINERS
ARE THE PRIMARY TRAINERS
¬
PERSONALLY INVOLVED IN TRAINING THE
PERSONALLY INVOLVED IN TRAINING THE


TRAINER
TRAINER
¬
JUNIOR LEADER DEVELOPMENT
JUNIOR LEADER DEVELOPMENT
¬
OFFICER AND NCO LEADERS
OFFICER AND NCO LEADERS
Values and Ethics
Expectations and Standards
Assessment Remediation and Reinforcement Feedback
Institutional
Training and
Education
Operational
Assignments
Self-
Development
LEADER DEVELOPMENT
BATTLE FOCUS
BATTLE FOCUS
.
DRIVES PEACETIME TRAINING
DRIVES PEACETIME TRAINING
REQUIREMENTS FROM WARTIME MISSIONS
REQUIREMENTS FROM WARTIME MISSIONS
.
METL PROVIDES FOCUS
METL PROVIDES FOCUS
.
LINKS MISSION ESSENTIAL TASKS TO
LINKS MISSION ESSENTIAL TASKS TO


SOLDIER TASKS
SOLDIER TASKS
Battle Focus
Battle Focus
Battle Focus
E L
A E
C A
H D
E
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
Conducts Training Assessment
Determines Training Objectives
Determines Plan for Training
Conducts Pre-Execution Checks
Executes Training and AAR’s
E
A
C
H


C
O
M
M
A
N
D
E
R
FEEDBACK FEEDBACK
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
METL DEVEVELOPMENT
METL DEVEVELOPMENT
WAR PLANS
EXTERNAL
DIRECTIVES
COMMANDER’S
ANALYSIS
MISSION ESSENTIAL
TASK LIST
KEY POINTS OF METL
KEY POINTS OF METL
DEVELOPMENT
DEVELOPMENT
×
NOT AFFECTED BY RESOURCE AVAILABILITY NOT AFFECTED BY RESOURCE AVAILABILITY
×
NOT PRIORITIZED NOT PRIORITIZED
×
SUPPORTS AND COMPLEMENTS METL OF NEXT SUPPORTS AND COMPLEMENTS METL OF NEXT
HIGHER HQ HIGHER HQ
×
UNDERSTOOD BY CSM AND KEY NCOs UNDERSTOOD BY CSM AND KEY NCOs
×
APPLIES TO ENTIRE UNIT APPLIES TO ENTIRE UNIT
×
MAY VARY FROM LIKE UNITS BECAUSE OF MAY VARY FROM LIKE UNITS BECAUSE OF
DIFFERENT WARTIME MISSIONS OR LOCATIONS DIFFERENT WARTIME MISSIONS OR LOCATIONS
KEY POINTS OF METL
KEY POINTS OF METL
DEVELOPMENT
DEVELOPMENT
(CONT) (CONT)
ª
BRIEF TO AND APPROVED BY NEXT HIGHER COMMANDER BRIEF TO AND APPROVED BY NEXT HIGHER COMMANDER
ª
COMPANY IS THE LOWEST LOVEL TO PREPARE A METL COMPANY IS THE LOWEST LOVEL TO PREPARE A METL
ª
BATTALION STAFFS METLs APPROVED BY BATTALION BATTALION STAFFS METLs APPROVED BY BATTALION
COMMANDER COMMANDER
ª
BATTALION COMMANDERS ENSURE STAFF, SLICE, AND BATTALION COMMANDERS ENSURE STAFF, SLICE, AND
COMPANY METLs ARE COORDINATED AND MUTUALLY COMPANY METLs ARE COORDINATED AND MUTUALLY
SUPPORTING SUPPORTING
ª
USE A TEAM APPROACH TO METL DEVELOPMENT USE A TEAM APPROACH TO METL DEVELOPMENT
ª
WHEN TASK ORGANIZATION CHANGES, COMMANDERS WHEN TASK ORGANIZATION CHANGES, COMMANDERS
MUST UNDERSTAND EACH UNIT’S CAPABILITIES AND MUST UNDERSTAND EACH UNIT’S CAPABILITIES AND
LIMITATIONS WHEN REEXAMINING THE METL LIMITATIONS WHEN REEXAMINING THE METL
BATTLEFIELD
BATTLEFIELD
OPERATING SYSTEMS
OPERATING SYSTEMS
·
MANEUVER MANEUVER
·
FIRE SUPPORT FIRE SUPPORT
·
MOBILITY/SURVIVABILITY MOBILITY/SURVIVABILITY
·
INTELLIGENCE INTELLIGENCE
·
AIR DEFENSE AIR DEFENSE
·
COMMAND AND CONTROL COMMAND AND CONTROL
·
COMBAT SERVICE SUPPORT COMBAT SERVICE SUPPORT
Battlefield Operating Systems
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.
Battlefield Operating Systems
Battlefield Operating Systems

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.
Battlefield Operating Systems
Battlefield Operating Systems

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
BATTALION METL
DEVELOPMENT SEQUENCE
DEVELOPMENT SEQUENCE
RECEIVE BDE RECEIVE BDE
MISSION & METL MISSION & METL
RESTATE THE RESTATE THE
WARTIME WARTIME
MISSION MISSION
SELECTS CRITICAL SELECTS CRITICAL
TASKS (METL) TASKS (METL)
APPROVAL FROM APPROVAL FROM
BDE COMMANDER BDE COMMANDER
PROVIDE METL TO PROVIDE METL TO
STAFF & COMPANY STAFF & COMPANY
COMMANDERS COMMANDERS
RELATIONSHIP OF
RELATIONSHIP OF
SOLDIER AND LEADER
SOLDIER AND LEADER
TASK TO COLLECTIVE
TASK TO COLLECTIVE
TASKS AND METL
TASKS AND METL
COMPANY COMPANY
METL METL
COMPANY COMPANY
MISSION MISSION
BATTALION BATTALION
MISSION MISSION
BATTALION BATTALION
METL METL
BATTALION BATTALION
BATTLE BATTLE
TASK TASK
PLATOON PLATOON
COLLECTIVE COLLECTIVE
TASK TASK
SQUAD SQUAD
COLLECTIVE COLLECTIVE
TASKS TASKS
DETERMINES DETERMINES
LEADER LEADER
SOLDIER SOLDIER
TASKS TASKS
DETERMINES DETERMINES
DETERMINES DETERMINES
SUPPORTS SUPPORTS
SUPPORTS SUPPORTS
SUPPORTS SUPPORTS
Battle Task
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
TASK APPROVAL MATRIX
SOLDIER TO SOLDIER TO
BE TRAINED BE TRAINED
TASK TASK
SELECTION SELECTION
REVIEW REVIEW
APPROVE APPROVE
1SG 1SG
PSG PSG
SL SL
TM LDR TM LDR
SOLDIER SOLDIER
CSM CSM
1SG 1SG
PSG PSG
SL SL
TM LDR TM LDR
CO CDR CO CDR
PLT LDR/CO CDR PLT LDR/CO CDR
PLT LDR/1SG PLT LDR/1SG
PSG/PLT LDR PSG/PLT LDR
SL/PSG SL/PSG
BN CDR BN CDR
BN CDR BN CDR
CO CDR CO CDR
CO CDR CO CDR
PLT LDR PLT LDR
EXAMPLE OF A SQUAD
COLLECTIVE TASK LIST
Platoon Collective Task - Conduct a Zone Reconnaissance
Squad Collective Tasks
• 051-196-4012 CONDUCT A PLATOON RECONNAISSANCE MISSION
• 071-326-5611 CONDUCT THE MANEUVER OF A SQUAD
• 071-332-5021 PREPARE/UPDATE ENEMY/FRIENDLY SITUATION MAP
• 071-332-5050 MONITOR OPERATIONS/MOVEMENTS OF SUBORDINATE UNITS
• 191-377-4200 DETERMINE AND USE TECHNIQUES OF MOVEMENT FOR MOUNTED
MP SQUAD

Military Police Drills
• DRILLS 1-7 ARTEP 19-100-10
Modification of Training Objective
Modification of Training Objective
for Mission Essential Task
for Mission Essential Task

Identify Platoon / Squad collective tasks and supporting Identify Platoon / Squad collective tasks and supporting
leader and soldier tasks leader and soldier tasks

Identify standards IAW MTP’s and SM’s Identify standards IAW MTP’s and SM’s

As local conditions vary, leaders must modify the As local conditions vary, leaders must modify the
conditions statement to fit the training environment and conditions statement to fit the training environment and
their unit’s level of proficiency their unit’s level of proficiency

Condition statements may be altered but must still Condition statements may be altered but must still
create a realistic and demanding training environment create a realistic and demanding training environment

Conditions should be adjusted so that the standards Conditions should be adjusted so that the standards
remain appropriate to the task 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: 1) 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

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

EXAMPLE TRAINING OBJECTIVE FOR A
MISSION ESSENTIAL TASK (con’t)
DO PE # 1 & 2
DO PE # 1 & 2
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
FEEDBACK FEEDBACK
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
TRAINING ASSESSMENT
TRAINING ASSESSMENT
+
REQUIRED FOR EACH METL TASK,
REQUIRED FOR EACH METL TASK,


PLATOON AND SQUAD COLLECTIVE TASK,
PLATOON AND SQUAD COLLECTIVE TASK,


LEADER TASK AND SOLDIER TASK
LEADER TASK AND SOLDIER TASK
+
SNAPSHOT OF CURRENT COLLECTIVE
SNAPSHOT OF CURRENT COLLECTIVE


LEADER, AND SOLDIER TASK PROFICIENCY
LEADER, AND SOLDIER TASK PROFICIENCY
+
COMPARES TASK PROFICIENCY TO ARMY
COMPARES TASK PROFICIENCY TO ARMY


STANDARD
STANDARD
TRAINING ASSESSMENT
TRAINING ASSESSMENT
«
TRAINING ASSESSED AS:
TRAINING ASSESSED AS:
T = trained
T = trained
P = needs practice
P = needs practice
U = untrained
U = untrained
«
ASSESSMENT WORKSHEET PROVIDES
ASSESSMENT WORKSHEET PROVIDES


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


BASIS FOR FUTURE TRAINING
BASIS FOR FUTURE TRAINING
ASSESSMENT 1/270/230 MP
ASSESSMENT 1/270/230 MP
COLLECTIVE TASK: DEFEND
COLLECTIVE TASK: DEFEND
TASK
DEFEND
SQUAD
OVERALL
HQ 1 2 3
T P P T P
TRAINING
PROFICIENCY
*POSITION OF CREW
SERVED WEAPONS
*RANGE CARDS FOR
M203
ASSESSMENT
ASSESSMENT TOOLS
ASSESSMENT TOOLS
¬
LEADER BOOK
LEADER BOOK
¬
BATTLE ROSTERS
BATTLE ROSTERS
¬
CO/PLT EXEVALS
CO/PLT EXEVALS
¬
SQD/TM LANES
SQD/TM LANES
¬
AFTER ACTION REVIEWS
AFTER ACTION REVIEWS
DO PE # 3
DO PE # 3
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
FEEDBACK FEEDBACK
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT
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
LONG-RANGE PLANNING
PROCESS
PROCESS
UNIT UNIT
ASSESSMENT ASSESSMENT
COMMANDER’S COMMANDER’S
GUIDANCE GUIDANCE
LONG-RANGE LONG-RANGE
CALENDAR CALENDAR
PRODUCES PRODUCES
AC - 1 YR OUT
RC - 3 YRS OUT
Long Range Planning
Long Range Planning

Long-range planning calendars are published from Long-range planning calendars are published from
Division thru Battalion levels Division thru Battalion levels

At battalion level, long range planning starts with unit At battalion level, long range planning starts with unit
assessment and is the basis for the long-range training assessment and is the basis for the long-range training
calendar calendar

Results in the commander’s training guidance Results in the commander’s training guidance

Battalion Commander’s publish their training guidance Battalion Commander’s publish their training guidance
in the form of long-range training calendars. Published at in the form of long-range training calendars. Published at
least 4 months (6 months RC) prior to the start of the FY least 4 months (6 months RC) prior to the start of the FY

Training calendars cover at least 1 year (3 years RC) into Training calendars cover at least 1 year (3 years RC) into
the future. (16-18 total months out) the future. (16-18 total months out)
Long Range Planning
Long Range Planning
B
12-18 Months Out
12-18 Months Out
B
Based on Unit Assessment
Based on Unit Assessment
B
Acts as a Framework
Acts as a Framework
B
Begin With Requirements
Begin With Requirements
B
Utilize Training Strategy
Utilize Training Strategy
B
Publish Calendar and Guidance (YTG)
Publish Calendar and Guidance (YTG)
Chap 3
FM
25-101
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
FEEDBACK FEEDBACK
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT
SHORT RANGE PLANNING
SHORT RANGE PLANNING
PROCESS
PROCESS
UNIT UNIT
ASSESSMENT ASSESSMENT
TRAINING TRAINING
ASSESSMENT ASSESSMENT
(DRAFT) (DRAFT)
QTG (AC) QTG (AC)
YTG (RC) YTG (RC)
(DRAFT) (DRAFT)
QTC (AC) QTC (AC)
YTC (RC) YTC (RC)
QUARTERLY QUARTERLY
TRAINING TRAINING
BRIEFING (AC) BRIEFING (AC)
YEARLY YEARLY
TRAINING TRAINING
BRIEFING BRIEFING
(RC) (RC)
QTG (AC) QTG (AC)
YTG (RC) YTG (RC)
QTC (AC) QTC (AC)
YTC (RC) YTC (RC)
PRODUCES PRODUCES
PUBLISH PUBLISH
AC - 3 months
RC - 1 Year
Short-Range Planning
Short-Range Planning
B
3 Months Out QTG and QTC (1 year RC)
3 Months Out QTG and QTC (1 year RC)
B
Utilize Detailed Training Assessment
Utilize Detailed Training Assessment
B
Key Leader Input
Key Leader Input
B
Begin Risk Management Process
Begin Risk Management Process
B
Lock in Resources
Lock in Resources
B
Refine Calendar and Publish Guidance
Refine Calendar and Publish Guidance
(QTG). Division - Battalion level (Separate
(QTG). Division - Battalion level (Separate
Companies - Division MP Co)
Companies - Division MP Co)
Quarterly Training Brief
Quarterly Training Brief
*
AC - Briefed/Approved two level up - Bde Cdr. Briefed/Approved two level up - Bde Cdr.
*
RC RC - Yearly Training Brief - Briefed/Approved to next - Yearly Training Brief - Briefed/Approved to next
higher higher
*
Becomes contract with Approving Authority Becomes contract with Approving Authority
*
Conducted approx. 6 weeks prior to start of Conducted approx. 6 weeks prior to start of
quarter/FY quarter/FY
*
Linkage between soldier and collective tasks Linkage between soldier and collective tasks
*
Requirements very from unit to unit Requirements very from unit to unit
*
Standard format in Appendix F, FM 25-101 Standard format in Appendix F, FM 25-101
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
FEEDBACK FEEDBACK
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT
NEAR-TERM PLANNING
NEAR-TERM PLANNING
<
AC AC = 6-8 WEEKS OUT = 6-8 WEEKS OUT RC RC = 4 MONTHS OUT = 4 MONTHS OUT
<
PRIMARILY CONDUCTED AT BATTLION AND PRIMARILY CONDUCTED AT BATTLION AND
LOWER LEVELS. WEEKLY TRAINING MEETING LOWER LEVELS. WEEKLY TRAINING MEETING
ARE REQUIRED: ARE REQUIRED:
- COMMANDER RUNS MEETING WITH - COMMANDER RUNS MEETING WITH
ASSISTANCE FROM CSM/1SG ASSISTANCE FROM CSM/1SG
- TRAINING ISSUES ONLY - TRAINING ISSUES ONLY
- BOTTOM-UP INPUT OF TRAINING NEEDS - BOTTOM-UP INPUT OF TRAINING NEEDS
NEAR-TERM PLANNING
NEAR-TERM PLANNING
<
SPECIFIC GUIDANCE GIVEN TO TRAINERS SPECIFIC GUIDANCE GIVEN TO TRAINERS
<
TRAINING AND EVALUATION OUTLINES (T&EO) TRAINING AND EVALUATION OUTLINES (T&EO)
ARE DEVELOPED ARE DEVELOPED
<
APPROVED TRAINING SCHEDULE PUBLISHED 4- APPROVED TRAINING SCHEDULE PUBLISHED 4-
6 WEEKS OUT (BATTALION COMMANDER FINAL 6 WEEKS OUT (BATTALION COMMANDER FINAL
APPROVAL / CO CDR APPROVES PLT’s TRNG) APPROVAL / CO CDR APPROVES PLT’s TRNG)
<
ONCE PUBLISHED, TRAINING IS LOCKED IN ONCE PUBLISHED, TRAINING IS LOCKED IN
TRAINING MEETINGS
TRAINING MEETINGS
PARTICIPANTS : PARTICIPANTS :
BATTALION LEVEL BATTALION LEVEL COMPANY LEVEL COMPANY LEVEL
COMMANDER COMMANDER
CSM CSM
XO XO
COMPANY COMMANDERS COMPANY COMMANDERS
1SGs 1SGs
SPECIALTY PLT LDRS SPECIALTY PLT LDRS
SLICE LEADERS SLICE LEADERS
BN PRIMARY STAFF BN PRIMARY STAFF
BN SPECIAL STAFF BN SPECIAL STAFF
BN OPERATIONS NCO BN OPERATIONS NCO
*PLATOONS HAVE INFORMAL MEETINGS TO DISCUSS TRAINING *PLATOONS HAVE INFORMAL MEETINGS TO DISCUSS TRAINING
AND COLLECT FEEDBACK FROM SUBORDIANTE LEADERS AND COLLECT FEEDBACK FROM SUBORDIANTE LEADERS
COMMANDER COMMANDER
1SG 1SG
XO XO
PLATOON LDRS PLATOON LDRS
PLATOON SERGEANT PLATOON SERGEANT
NBC NCO NBC NCO
MOTOR SERGEANT MOTOR SERGEANT
SUPPLY SERGEANT SUPPLY SERGEANT
SLICE TEAM REPRESENTATIVE SLICE TEAM REPRESENTATIVE
KEY LEADERS KEY LEADERS
TRAINING MEETING
TRAINING MEETING
AGENDA
AGENDA
v
REVIEW QTC, QTG,YTC
REVIEW QTC, QTG,YTC
v
REVIEW TRAINING CONDUCTED
REVIEW TRAINING CONDUCTED

(ASSESS TRAINING) (ASSESS TRAINING)
v
REFINE AND LOCK IN UPCOMING
REFINE AND LOCK IN UPCOMING

(NEAR TERM) (NEAR TERM)
TRAINING
TRAINING
v
REVIEW PRE-EXECUTION CHECKS
REVIEW PRE-EXECUTION CHECKS
v
PLAN AND COORDINATE TRAINING TO
PLAN AND COORDINATE TRAINING TO


ADDRESS UNIT TRAINING NEEDS AND
ADDRESS UNIT TRAINING NEEDS AND


SUPPORT REQUIREMENTS
SUPPORT REQUIREMENTS
FOCUS ON TRAINING ISSUES ONLY
FOCUS ON TRAINING ISSUES ONLY

PREPARATION FOR
PREPARATION FOR
TRAINING
TRAINING

FORMAL PLANNING CULMINATES WITH
FORMAL PLANNING CULMINATES WITH


PUBLICATION OF TRAINING SCHEDULE
PUBLICATION OF TRAINING SCHEDULE

INFORMAL PLANNING AND DETAILED
INFORMAL PLANNING AND DETAILED


COORDINATION CONTINUES
COORDINATION CONTINUES


(PRE-EXECUTION CHECKS)
(PRE-EXECUTION CHECKS)

PREREQUISITE TRAINING IS COMPLETED
PREREQUISITE TRAINING IS COMPLETED

LEADERS ARE TRAINED AND REHEARSED
LEADERS ARE TRAINED AND REHEARSED

THOROUGH PREPARATION IS THE KEY TO
THOROUGH PREPARATION IS THE KEY TO


GOOD TRAINING
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
v
Have convoy clearances been submitted and approved?
v
Have training area and ranges been requested?
v
Has a leader’s reconnaissance been done?
v
Has ammunition been requested and picked up?
v
Are soldiers trained on prerequisite tasks prior to execution?
v
Have rehearsals been scheduled?
v
Have T&Eos been prepared?
PRECOMBAT CHECKS
EXAMPLES
v
OPORD briefed and understood
v
Safety brief and checks completed
v
Leaders and equipment inspected (maps, compasses,
overlays, binoculars, pyrotechnics)
v
Soldiers and equipment inspected (camouflage, ID
tags, full canteens, weapons, complete LBE, ammo)
v
Load plans checked and confirmed/PMCSs completed
v
Communications checks complete
v
MILES equipment zeroed
DO PE # 4!!
DO PE # 4!!
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
FEEDBACK FEEDBACK
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT
ROLES IN EXECUTING
ROLES IN EXECUTING
TRAINING
TRAINING
PLATOON LEADER
PLATOON LEADER
MUST:
MUST:
~
BE TACTICALLY AND TECHNICALLY PROFICIENT BE TACTICALLY AND TECHNICALLY PROFICIENT
~
ENSURE COMPLETION OF PRE-EXECUTION AND ENSURE COMPLETION OF PRE-EXECUTION AND
PRECOMBAT CHECKS PRECOMBAT CHECKS
~
PROVIDE RESOURCES PROVIDE RESOURCES
~
MONITOR USE OF RESOURCES MONITOR USE OF RESOURCES
~
PARTICIPATE IN TRAINING PARTICIPATE IN TRAINING
~
ENSURE TRAINING IS CONDUCTED TO STANDARD ENSURE TRAINING IS CONDUCTED TO STANDARD
~
EVALUATE TRAINING USING TRAINING OBJECTIVE EVALUATE TRAINING USING TRAINING OBJECTIVE
BASED T & EO’S BASED T & EO’S
~
ASSESS SOLDIER, LEADER AND PLATOON ASSESS SOLDIER, LEADER AND PLATOON
PERFORMANCE PERFORMANCE
ROLES IN EXECUTING
ROLES IN EXECUTING
TRAINING
TRAINING
PLATOON SERGEANTS ENSURE:
PLATOON SERGEANTS ENSURE:
1
DETAILED CHECKS AND INSPECTIONS ARE DETAILED CHECKS AND INSPECTIONS ARE
CONDUCTED AT THE START OF AND DURING CONDUCTED AT THE START OF AND DURING
EXECUTION (PRECOMBAT CHECKS) EXECUTION (PRECOMBAT CHECKS)
1
PREREQUISITE TRAINING IS COMPLETED AND PREREQUISITE TRAINING IS COMPLETED AND
PRELIMINARY TRAINING IS FOCUSED AND PRELIMINARY TRAINING IS FOCUSED AND
EXECUTED TO STANDARD EXECUTED TO STANDARD
1
SQUAD LEADERS ARE TRAINED SQUAD LEADERS ARE TRAINED
(TRAIN THE TRAINER) (TRAIN THE TRAINER)
ROLES IN EXECUTING
TRAINING
(CON’T)
«
APPROPRIATE NUMBER OF TASKS ARE APPROPRIATE NUMBER OF TASKS ARE
SCHEDULED FOR TRAINING SCHEDULED FOR TRAINING
«
TRAINING IS CONDUCTED TO STANDARD TRAINING IS CONDUCTED TO STANDARD
«
TIME IS PLANNED FOR RETRAINING TIME IS PLANNED FOR RETRAINING
«
SOLDIERS ARE PROPERLY MOTIVATED SOLDIERS ARE PROPERLY MOTIVATED
AND WELL LED AND WELL LED
«
ACCOUNTABILITY OF SOLDIERS ACCOUNTABILITY OF SOLDIERS
ROLES IN EXECUTING
ROLES IN EXECUTING
TRAINING
TRAINING
SQUAD LEADERS:
SQUAD LEADERS:
¤
ACCOUNT FOR THEIR SOLDIERS ACCOUNT FOR THEIR SOLDIERS
¤
ENSURE TRAINING IS CONDUCTED TO STANDARD ENSURE TRAINING IS CONDUCTED TO STANDARD
¤
ARE PREPARED TO CONDUCT OPPORTUNITY TRAINING ARE PREPARED TO CONDUCT OPPORTUNITY TRAINING
¤
KNOW SQUAD’S AND SOLDIER’S TRAINING NEEDS KNOW SQUAD’S AND SOLDIER’S TRAINING NEEDS
¤
PLAN AND REQUEST APPROPRIATE TIME TO TRAIN TO PLAN AND REQUEST APPROPRIATE TIME TO TRAIN TO
STANDARD STANDARD
¤
IDENTIFY/CONDUCT APPROPRIATE PRE-REQUISITE IDENTIFY/CONDUCT APPROPRIATE PRE-REQUISITE
TRAINING TRAINING
PREPARE TO TRAIN
PREPARE TO TRAIN
O
PREPARE YOURSELF PREPARE YOURSELF
O
PREPARE THE RESOURCES PREPARE THE RESOURCES
O
PREPARE THE TRAINING SUPPORT PERSONNEL PREPARE THE TRAINING SUPPORT PERSONNEL
O
PREPARE THE SOLDIER PREPARE THE SOLDIER
PRESENT THE TRAINING
PRESENT THE TRAINING
LECTURE
LECTURE
«
LEAST PREFERRED
LEAST PREFERRED
«
LITTLE DISCUSSION
LITTLE DISCUSSION
«
NO PERFORMANCE-ORIENTED TRAINING
NO PERFORMANCE-ORIENTED TRAINING
«
LIMITED TIME
LIMITED TIME
PRESENT THE TRAINING
PRESENT THE TRAINING
(CON’T)
(CON’T)
CONFERENCE
CONFERENCE
v
TRAINER LEADS SOLDIER DISCUSSION TRAINER LEADS SOLDIER DISCUSSION
v
SOLDIERS FAMILIAR WITH SUBJECT SOLDIERS FAMILIAR WITH SUBJECT
v
MORE THAN ONE CORRECT ANSWER MORE THAN ONE CORRECT ANSWER
v
TIME IS NOT CRITICAL TIME IS NOT CRITICAL
PRESENT THE TRAINING
PRESENT THE TRAINING
(CON’T)
(CON’T)
DEMONSTRATION
DEMONSTRATION
+
PREFERRED METHOD OF PRESENTATION PREFERRED METHOD OF PRESENTATION
+
SOLDIER SEES TASK PERFORMED CORRECTLY SOLDIER SEES TASK PERFORMED CORRECTLY
+
STIMULATES SOLDIER INTEREST STIMULATES SOLDIER INTEREST
+
LEADER IS THE PRIMARY TRAINER LEADER IS THE PRIMARY TRAINER
PERFORM THE TRAINING
PERFORM THE TRAINING

BEGIN HANDS-ON PERFORMANCE IMMEDIATELY BEGIN HANDS-ON PERFORMANCE IMMEDIATELY
FOLLOWING THE PRESENTATION FOLLOWING THE PRESENTATION

IDENTIFY THE ARMY STANDARD AND DEMAND IT IDENTIFY THE ARMY STANDARD AND DEMAND IT
BE ACHIEVED BE ACHIEVED
+
ALLOW TIME TO RETRAIN ALLOW TIME TO RETRAIN
+
IF RETRAINING CANNOT BE DONE IMMEDIATELY, IF RETRAINING CANNOT BE DONE IMMEDIATELY,
ENSURE ENSURE
SOLDIERS UNDERSTAND THE TASK WAS NOT DONE TO SOLDIERS UNDERSTAND THE TASK WAS NOT DONE TO
STANDARD AND WILL BE RETRAINED STANDARD AND WILL BE RETRAINED

TAILOR CONDITIONS TO THE UNIT/SOLDIER LEVEL TAILOR CONDITIONS TO THE UNIT/SOLDIER LEVEL
OF TRAINING OF TRAINING
+
AS PROFICIENCY INCREASES, MAKE CONDITIONS AS PROFICIENCY INCREASES, MAKE CONDITIONS
PROGRESSIVELY MORE DIFFICULT PROGRESSIVELY MORE DIFFICULT
+
ADD REALISM AND COMPLEXITY AS RAPIDLY AS POSSIBLE ADD REALISM AND COMPLEXITY AS RAPIDLY AS POSSIBLE
STAGES OF TRAINING
STAGES OF TRAINING
SOLDIERS
PRACTICE EACH
TASK STEP
OBJECTIVE
PRACTICE TO
TRAINING
STANDARDS
MAINTAIN PEAK
PRACTICE
COLLECTIVELY TO
PERFORMANCE
PRACTICE TASKS
STEPS IN
SEQUENCE
PRACTICE WITH
MORE REALISM
SIMULATING
PRACTICE UNDER
CONDITIONS
ACTUAL COMBAT
PRACTICE
COMPLETE TASK
UNTIL DONE
CORRECTLY
LEARN TRANSFER
SKILLS WHICH LINE
OTHER TERMS
DEVELOP
EFFECTIVE TEAM
RELATIONSHIPS
WORK AS CREWS
ON SMALL UNITS
INITIAL TRAINING
(LEARNING TASK)
REFRESHER TRAINING
(TRAINING TO STANDARD)
SUSTAINMENT
(TRAINING WITH REALISM)
STAGES OF TRAINING
STAGES OF TRAINING
(CON’T) (CON’T)
LEADERS/TRAINERS:
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
KEYS TO SUCCESS IN
TRAINING
TRAINING
·
FOCUS ON THE FUNDAMENTALS FOCUS ON THE FUNDAMENTALS
·
LIVE FIRE EXERCISES LIVE FIRE EXERCISES
·
NIGHT AND ADVERSE WEATHER TRAINING NIGHT AND ADVERSE WEATHER TRAINING
·
DRILLS DRILLS
·
LANE TRAINING LANE TRAINING
·
COMPETITION COMPETITION
·
POST OPERATIONS CHECKS POST OPERATIONS CHECKS
R
E
A
L
I
S
M
RESOURCING
Most
Least
Minimum Resources/Easy Maximum Resources/Difficult
Leader Training
Map Exercise
TEWT
Situational Training Exercise
FTX with OPFOR
Live Fire Exercise
CTC
COMBAT
Think/Read/Talk about Task
Soldier Proficiency Training
Drills
Command Post Exercise
Command Field Exercise
Lane Training w/MILES
FOCUS ON THE
FOCUS ON THE
FUNDAMENTALS
FUNDAMENTALS
+
MOVE MOVE
+
SHOOT SHOOT
+
COMMUNICATE COMMUNICATE
+
SUSTAIN SUSTAIN
+
SECURE SECURE
LIVE FIRE EXERCISES
LIVE FIRE EXERCISES
·
REPLICATE BATTLEFIELD CONDITIONS REPLICATE BATTLEFIELD CONDITIONS
·
DEVELOP CONFIDENCE AND SPRIT DEVELOP CONFIDENCE AND SPRIT
·
REINFORCE DISCIPLINE AND SAFETY REINFORCE DISCIPLINE AND SAFETY
·
PROVIDE FOR COMBINED ARMS SYNCHRONIZATION PROVIDE FOR COMBINED ARMS SYNCHRONIZATION
·
FOSTER AN UNDERSTADING OF COMBAT FOSTER AN UNDERSTADING OF COMBAT
X
Live Fire Exercises
Live Fire Exercises
X
X
X
X
X
LD/LC
LOA
OBJ
SMASH
MP
MP
MP
MP
MP
MP
PL Red
PL Blue
PL White
NIGHT AND ADVERSE
NIGHT AND ADVERSE
WEATHER
WEATHER
>
TRAIN AS YOU FIGHT (Weather considerations) TRAIN AS YOU FIGHT (Weather considerations)
>
ADVANTAGE IN COMBAT OPERATIONS ADVANTAGE IN COMBAT OPERATIONS
>
PROFICIENCY WITH LIMITED VISIBILITY / PROFICIENCY WITH LIMITED VISIBILITY /
EQUIPMENT EQUIPMENT
>
24 HOUR OPERATIONS 24 HOUR OPERATIONS
>
REVERSE CYCLE TRAINING REVERSE CYCLE TRAINING
DRILLS
DRILLS
v
DRILLS PAY OFF IN COMBAT
v
BATTLE DRILL:
COLLECTIVE ACTION RAPIDLY EXECUTED WITHOUT
APPLYING A DELIBERATE DECISION MAKING PROCESS
v
CREW DRILL:
COLLECTIVE ACTION THAT THE CREW OF A WEAPON OR
PIECE OF EQUIPMENT MUST PERFORM TO USE THE
EQUIPMENT.
v
PLATOON LEVEL AND BELOW
v
References:
TC 19-100
ARTEP 19-100-10
LANE TRAINING
LANE TRAINING
=
Lane - Lane - A standardized and structured training exercise or simulation used to train 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 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. replicate a unit’s wartime mission or environment during an LTX’s lane execution.
=
Lane Training Lane Training - A process for training company-size and smaller units on - A process for training company-size and smaller units on
collective tasks supporting a unit’s METL. The process consists of planning, collective tasks supporting a unit’s METL. The process consists of planning,
execution, and assessment phases. The execution phase is battle-focused LTX. execution, and assessment phases. The execution phase is battle-focused LTX.
=
Lane Training Exercise (LTX) - Lane Training Exercise (LTX) - The execution phase of the lane training The execution phase of the lane training
process. It is an exercise used to train company-size and smaller units on one or 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 more collective tasks supporting the unit’s METL; however, it usually focuses on
one primary one primary
task. An LTX consists of assembly-area (AA), task. An LTX consists of assembly-area (AA),
rehearsal, lane execution, AAR and retraining rehearsal, lane execution, AAR and retraining
activities which culminate the lane training process. activities which culminate the lane training process.
An LTX is an STX conducted using lane training An LTX is an STX conducted using lane training
principles and techniques. principles and techniques.
=
REF - TC 25-10, A Leader’s Guide To Lane Training REF - TC 25-10, A Leader’s Guide To Lane Training
LANE TRAINING PROCESS
PLANNING 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
5 PHASES OF THE
EXECUTION PROCESS
EXECUTION PROCESS
1. ASSEMBLY 2. REHEARSAL
5. RETRAINING
3. LANE
EXECUTION
4. AAR NEXT LANE
BTEM STEPS 1 & 2 = CRAWL STAGE BTEM STEPS 3- 6 = CRAWL STAGE
BTEM STEP 7 = RUN STAGE
BTEM STEP 8 = RUN STAGE
BTEM STEP 8 = RUN STAGE
Lane Training
Lane Training
Monday
Deploy
Friday
Redeploy
Tuesday Wed Thursday
Area Recon
Lane
Zone Recon
Lane
Conduct
Attack in
MOUT
Company
TOC
L
a
n
e

#
1
L
a
n
e

#
2
L
a
n
e

#
3
L
a
n
e
#
4
PL’s stay
with the
Lane
PL’s move
with their
Platoon
Lane Training
Lane Training
Train company level and smaller units
using specific terrain
TRAINING EXECUTION MODEL STEPS
1 & 2
TRAINING EXECUTION MODEL STEPS
3 & 4
TRAINING EXECUTION MODEL STEPS
5 & 6
TRAINING EXECUTION MODEL STEPS
7 & 8
«
COMPETE TO ACHIEVE THE ARMY STANDARD COMPETE TO ACHIEVE THE ARMY STANDARD
«
APPLY INCREASINGLY DIFFICULT CONDITIONS APPLY INCREASINGLY DIFFICULT CONDITIONS
«
RECOGNIZE SOLDIERS WHO EXCEED THE RECOGNIZE SOLDIERS WHO EXCEED THE
STANDARDS STANDARDS
«
STIMULATES INTEREST AND MORALE STIMULATES INTEREST AND MORALE
COMPETITION
COMPETITION
POST OPERATIONS
POST OPERATIONS
CHECKS
CHECKS
¬
ACCOMPLISHED AT THE END OF TRAINING ACCOMPLISHED AT THE END OF TRAINING
¬
SOP SOP
¬
VARIES DEPENDING ON TYPE OF TRAINING VARIES DEPENDING ON TYPE OF TRAINING
¬
EXAMPLES; EXAMPLES;
- SOLDIER/SENSITIVE ITEM ACCOUNTABILITY - SOLDIER/SENSITIVE ITEM ACCOUNTABILITY
- CLOSURE REPORTS FROM AMMUNITION AND - CLOSURE REPORTS FROM AMMUNITION AND
EQUIPMENT TURN-IN EQUIPMENT TURN-IN
- MAINTENANCE - MAINTENANCE
- TRAINING ASSESSMENT/UPDATE TTPs - TRAINING ASSESSMENT/UPDATE TTPs
- SOLDIER RECOVERY - SOLDIER RECOVERY
- CHAIN OF COMMAND INSPECTS SOLDIERS AND - CHAIN OF COMMAND INSPECTS SOLDIERS AND
EQUIPMENT EQUIPMENT
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
FEEDBACK FEEDBACK
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT
EVALUATION
EVALUATION
v
PART OF THE PLANNING PROCESS PART OF THE PLANNING PROCESS
v
CONTINUOUS PROCESS FOR ALL TRAINING CONTINUOUS PROCESS FOR ALL TRAINING
v
DEVELOP EVALUATION PLAN DEVELOP EVALUATION PLAN
WHEN/WHERE TO EVALUATE WHEN/WHERE TO EVALUATE
HOW TO EVALUATE HOW TO EVALUATE
WHO TO EVALUATE WHO TO EVALUATE
WHAT TO EVALUATE WHAT TO EVALUATE
v
IDENTIFY AND TRAIN EVALUATORS IDENTIFY AND TRAIN EVALUATORS
v
CONDUCT EVALUATIONS CONDUCT EVALUATIONS
v
CONDUCT AARs CONDUCT AARs
v
PROVIDE FEEDBACK TO THE CHAIN OF COMMAND PROVIDE FEEDBACK TO THE CHAIN OF COMMAND
TYPES OF EVALUATION
TYPES OF EVALUATION

(CON’T) (CON’T)
·
EXTERNAL
EXTERNAL
- PLANNED, RESOURCED, AND CONDUCTED BY - PLANNED, RESOURCED, AND CONDUCTED BY
HQ TWO LEVELS ABOVE THE TRAINING UNIT HQ TWO LEVELS ABOVE THE TRAINING UNIT
×
INTERNAL
INTERNAL
- PLANNED, RESOURCED, AND CONDUCTED BY - PLANNED, RESOURCED, AND CONDUCTED BY
THE TRAINING UNIT THE TRAINING UNIT
TYPES OF EVALUATION
TYPES OF EVALUATION
v
INFORMAL
INFORMAL
- MOST COMMON AT BATTALION AND BELOW - MOST COMMON AT BATTALION AND BELOW
- CONDUCTED BY THE CHAIN OF COMMAND - CONDUCTED BY THE CHAIN OF COMMAND
- CONTINUOUS - CONTINUOUS
- PROVIDES IMMEDIATE FEEDBACK - PROVIDES IMMEDIATE FEEDBACK
v
FORMAL
FORMAL
- USUALLY SCHEDULED ON THE LONG RANGE AND - - - USUALLY SCHEDULED ON THE LONG RANGE AND - -
SHORT RANGE CALENDARS SHORT RANGE CALENDARS
- SOMETIMES UNANNOUNCED - SOMETIMES UNANNOUNCED
- HIGHLIGHTED DURING QTB/YTB - HIGHLIGHTED DURING QTB/YTB
- RESOURCED WITH DEDICATED EVALUATOR/OCs - RESOURCED WITH DEDICATED EVALUATOR/OCs
AFTER ACTION REVIEW
AFTER ACTION REVIEW
×
CONDUCT FOR ALL PERFORMANCE-
CONDUCT FOR ALL PERFORMANCE-


ORIENTED TRAINING
ORIENTED TRAINING
×
STRUCTURED PROCESS
STRUCTURED PROCESS
×
FOCUS ON TRAINING OBJECTIVES
FOCUS ON TRAINING OBJECTIVES
×
EMPHASIZE THE ARMY STANDARD
EMPHASIZE THE ARMY STANDARD
×
ENCOURAGE SOLDIERS TO SHARE AND
ENCOURAGE SOLDIERS TO SHARE AND


LEARN
LEARN
×
ALLOWS LARGE GROUP PARTICIPATION
ALLOWS LARGE GROUP PARTICIPATION
+
REVIEW WHAT WAS SUPPOSED TO HAPPEN
REVIEW WHAT WAS SUPPOSED TO HAPPEN
+
ESTABLISH WHAT HAPPENED
ESTABLISH WHAT HAPPENED
+
DETERMINE WHAT WAS RIGHT OR WRONG
DETERMINE WHAT WAS RIGHT OR WRONG


WITH WHAT HAPPENED
WITH WHAT HAPPENED
+
DETERMINE HOW THE TASK SHOULD BE
DETERMINE HOW THE TASK SHOULD BE


DONE DIFFERENTLY NEXT TIME
DONE DIFFERENTLY NEXT TIME
AFTER ACTION
AFTER ACTION
REVIEW STEPS
REVIEW STEPS
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
FEEDBACK FEEDBACK
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT
UNIT ASSESSMENT
UNIT ASSESSMENT
+
COMPARES CURRENT LEVEL OF TRAINING COMPARES CURRENT LEVEL OF TRAINING
WITH THE ARMY STANDARD WITH THE ARMY STANDARD
+
CONTINUOUS PROCESS CONTINUOUS PROCESS
+
COMMANDER BASES ASSESSMENT ON: COMMANDER BASES ASSESSMENT ON:
- PERSONAL OBSERVATION - PERSONAL OBSERVATION
- EVALUATION RESULTS - EVALUATION RESULTS
- TRAINING/QUALIFICATION RECORDS - TRAINING/QUALIFICATION RECORDS
- INPUT FROM KEY SUBORDINATES - INPUT FROM KEY SUBORDINATES
(FEEDBACK LOOP) (FEEDBACK LOOP)
Sources for Assessment
Sources for Assessment
B
Personal Observations Personal Observations
B
Higher HQ Feedback Higher HQ Feedback
B
Staff Visits Staff Visits
B
USR’s USR’s
B
QTB’s QTB’s
B
CTC Take Home Packages CTC Take Home Packages
B
Personal Observations Personal Observations
B
Higher HQ Feedback Higher HQ Feedback
B
Staff Visits Staff Visits
B
USR’s USR’s
B
QTB’s QTB’s
B
CTC Take Home Packages CTC Take Home Packages
B
CTT Results CTT Results
B
IG and CI Results IG and CI Results
B
Weapons Weapons
Qualifications Qualifications
B
APFT Results APFT Results
B
Maintenance and Maintenance and
Logistical Logistical
Evaluations Evaluations
B
AAR’s AAR’s
B
CTT Results CTT Results
B
IG and CI Results IG and CI Results
B
Weapons Weapons
Qualifications Qualifications
B
APFT Results APFT Results
B
Maintenance and Maintenance and
Logistical Logistical
Evaluations Evaluations
B
AAR’s AAR’s
TRAINING MANAGEMENT CYCLE
TRAINING MANAGEMENT CYCLE
WARTIME MISSIONS WARTIME MISSIONS
ESTABLISH MISSION ESTABLISH MISSION
ESSENTIAL TASK LIST ESSENTIAL TASK LIST
FEEDBACK FEEDBACK
PREPARE TRAINING PREPARE TRAINING
ASSESSMENT ASSESSMENT
PREPARE PREPARE
LONG RANGE LONG RANGE
PLAN PLAN
PREPARE PREPARE
SHORT RANGE SHORT RANGE
PLAN PLAN
PREPARE PREPARE
NEAR TERM NEAR TERM
PLAN PLAN
EXECUTE EXECUTE
TRAINING TRAINING
EVALUATE EVALUATE
TRAINING TRAINING
CONDUCT CONDUCT
UNIT UNIT
ASSESSMENT ASSESSMENT




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


- General Dennis J. Reimer
- General Dennis J. Reimer

“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

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 COLLECTIVE TRAINING LEADER TRAINING NCOs 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 x TRAIN AS A COMBINED ARMS AND SERVICES TEAM y TRAIN AS YOU FIGHT z 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 .

COMBAT SUPPORT.TRAINED AS A COMBINED ARMS AND SERVICES TEAM 3SYNCHRONIZE COMBAT ARMS. AND SERVICE SUPPORT SYSTEMS 3TRAIN FOR WAR 3BUILD 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 1 TRAIN USING ARMY DOCTRINE 1 TRAIN TO THE ARMY STANDARD 1 DEVELOP STANDARDS WHEN THE ARMY STANDARD IS UNPUBLISHED (APPROVED TWO LEVELS UP) .

CONDITIONS. AND STANDARDS ARE KNOWN 6 RETRAIN UNTIL THE STANDARD IS MET 6 ENFORCE THE STANDARD AT ALL TIMES 6 DO THE TASK.USE PERFORMANCE ORIENTED TRAINING 6 ACTION. DON’T TALK OR READ ABOUT IT 6 BATTLEFIELD MISSION PROFICIENCY .

TRAIN TO CHALLENGE 5 TOUGH 5 REALISITIC 5 MENTALLY AND PHYSICALLY CHALLENGING 5 BUILDS COMPETENCE AND CONFIDENCE 5 ENCOURAGES INITIATIVE .

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

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

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 T ALL MULTIECHELON TRAINING INCLUDES SOLDIER AND LEADER TRAINING T MOST EFFECTIVE WAY TO TRAIN AND SUSTAIN EACH ECHELON .TRAIN USING MULTIECHELON TECHNIQUES T MULTIECHELON TRAINING SIMULTANEOUS TRAINING OF MORE THAN ONE ECHELON ON DIFFERENT TASKS.

TRAIN TO MAINTAIN $ $ $ $ $ $ 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 G PERSONALLY INVOLVED IN TRAINING THE TRAINER G JUNIOR LEADER DEVELOPMENT G OFFICER AND NCO LEADERS .

LEADER DEVELOPMENT Institutional Training and Education Operational Assignments SelfDevelopment Assessment Remediation and Reinforcement Expectations and Standards Values and Ethics Feedback .

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

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

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

METL DEVEVELOPMENT WAR PLANS 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 .

SLICE.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. COMMANDERS MUST UNDERSTAND EACH UNIT’S CAPABILITIES AND LIMITATIONS WHEN REEXAMINING THE METL . AND COMPANY METLs ARE COORDINATED AND MUTUALLY SUPPORTING  USE A TEAM APPROACH TO METL DEVELOPMENT  WHEN TASK ORGANIZATION CHANGES.

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

CAS. ect against ground targets in support of maneuver forces. Includes: direct fire systems. mortars. indirect fire weapons. naval gunfire. and electronic countermeasures. .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. • Fire Support: Collective / Coordinated use of target acquisition data. attack helicopter fires. tank guns. Includes: artillery. non-line of sight weapons. small arms. armed aircraft.

and geographical features required by a CDR in planning and conducting combat Ops through thorough analysis.Battlefield Operating Systems • 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. • Air Defense: All measures designed to counter the effectiveness of attack by hostile aircraft of missiles after they are airborne. weather. . • Intelligence: Generates knowledge of enemy.

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

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

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

Conduct a Zone Reconnaissance Squad Collective Tasks • 051-196-4012 • 071-326-5611 • 071-332-5021 • 071-332-5050 • 191-377-4200 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 1-7 ARTEP 19-100-10 .EXAMPLE OF A SQUAD COLLECTIVE TASK LIST Platoon Collective Task .

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 .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.

EXAMPLE TRAINING OBJECTIVE FOR A MISSION ESSENTIAL TASK MISSION ESSENTIAL TASK: CONDITION: Supervise Area/Zone Reconnaissance The company in support of the corps has been directed by the battalion commander to conduct area/zone reconnaissance patrol operations. 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 STANDARDS: . The company commander directs the operations center to coordinate and monitor the platoon’s area/zone reconnaissance operations. 1) Operations sergeant plans mission requirements.

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). B) Determine platoon(s) support requirements. 3) Operations center coordinates additional planning. B) Forward reports to battalion . A) Consolidate into company overlay.EXAMPLE TRAINING OBJECTIVE FOR A MISSION ESSENTIAL TASK (con’t) STANDARDS: A) Specify areas/zones to be reconnoitered.

DO PE # 1 & 2 .

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

LEADER TASK AND SOLDIER TASK ' SNAPSHOT OF CURRENT COLLECTIVE LEADER.TRAINING ASSESSMENT ' REQUIRED FOR EACH METL TASK. PLATOON AND SQUAD COLLECTIVE TASK. 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 ASSESSMENT SQUAD TASK HQ 1 2 3 OVERALL TRAINING PROFICIENCY DEFEND T P P T P *POSITION OF CREW SERVED WEAPONS *RANGE CARDS FOR M203 .

ASSESSMENT TOOLS 5 LEADER BOOK 5 BATTLE ROSTERS 5 CO/PLT EXEVALS 5 SQD/TM LANES 5 AFTER ACTION REVIEWS .

DO PE # 3 .

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

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

1 YR OUT RC .LONG-RANGE PLANNING PROCESS UNIT ASSESSMENT COMMANDER’S GUIDANCE PRODUCES AC .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. (16-18 total months out) . 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.

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

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

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

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

6 weeks prior to start of quarter/FY R Linkage between soldier and collective tasks R Requirements very from unit to unit R Standard format in Appendix F.Briefed/Approved to next higher R Becomes contract with Approving Authority R Conducted approx. R RC .Yearly Training Brief . FM 25-101 .Bde Cdr.Quarterly Training Brief R AC .Briefed/Approved two level up .

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

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

TRAINING IS LOCKED IN .NEAR-TERM PLANNING 4 SPECIFIC GUIDANCE GIVEN TO TRAINERS 4 TRAINING AND EVALUATION OUTLINES (T&EO) ARE DEVELOPED 4 APPROVED TRAINING SCHEDULE PUBLISHED 46 WEEKS OUT (BATTALION COMMANDER FINAL APPROVAL / CO CDR APPROVES PLT’s TRNG) 4 ONCE PUBLISHED.

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

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 .TRAINING MEETING AGENDA REVIEW QTC. QTG.

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 are the bridge between pre-execution checks and execution of training. 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. .

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? .

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

DO PE # 4!! .

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

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 .

ROLES IN EXECUTING TRAINING 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 .

ROLES IN EXECUTING TRAINING 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

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 .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.

STAGES OF TRAINING
SOLDIERS
INITIAL TRAINING (LEARNING TASK) REFRESHER TRAINING (TRAINING TO STANDARD)
PRACTICE TO TRAINING OBJECTIVE STANDARDS

SUSTAINMENT (TRAINING WITH REALISM)
PRACTICE COLLECTIVELY TO MAINTAIN PEAK PERFORMANCE

PRACTICE EACH TASK STEP

PRACTICE TASKS STEPS IN SEQUENCE PRACTICE COMPLETE TASK UNTIL DONE CORRECTLY

PRACTICE WITH MORE REALISM LEARN TRANSFER SKILLS WHICH LINE OTHER TERMS WORK AS CREWS ON SMALL UNITS

PRACTICE UNDER CONDITIONS SIMULATING ACTUAL COMBAT

DEVELOP EFFECTIVE TEAM RELATIONSHIPS

STAGES OF TRAINING
(CON’T)

LEADERS/TRAINERS:
INITIAL TRAINING (LEARNING TASK) TALK THROUGH AND DEMONSTRATE EACH TASK SUPERVISE STEP-BYSTEP PRACTICE COACH FREQUENTLY CONTROL ENVIRONMENT REFRESHER TRAINING (TRAINING TO STANDARD) WALK THROUGH TASK USING MORE REALISM INCREASE COMPLEXITY DEMONSTRATE AUTHORIZED FIELD EXPEDIENTS PARTICIPATE AS A LEADER OF CREW OR SMALL UNIT OBSERVE, COACH, AND REVIEW SUSTAINMENT (TRAINING WITH REALISM) ADD REALISM AND COMPLEXITY COMBINE TASKS SUSTAIN OPTIMUM UNIT EFFECTIVENESS REVIEW SOLDIER & COLLCTV PRFRMNCE PRACTICE LDR TASKS WORK W/ SOLDIERS AS A TEAM COACH & TEACH SUBORDINATE LDRS

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

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

FOCUS ON THE FUNDAMENTALS 3 MOVE 3 SHOOT 3 COMMUNICATE 3 SUSTAIN 3 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 LD/LC PL Red PL Blue X X PL White X MP MP MP MP MP MP OBJ SMASH 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 .

PLATOON LEVEL AND BELOW References: TC 19-100 ARTEP 19-100-10 .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.

A Leader’s Guide To Lane Training . It is an exercise used to train company-size and smaller units on one or more collective tasks supporting the unit’s METL. or facility used to replicate a unit’s wartime mission or environment during an LTX’s lane execution. execution. terrain. Lane Training Exercise (LTX) . it usually focuses on one primary task. An LTX is an STX conducted using lane training principles and techniques. Lane Training . and assessment phases. Also.TC 25-10.A process for training company-size and smaller units on collective tasks supporting a unit’s METL. REF .LANE TRAINING ² ² ² ² Lane . An LTX consists of assembly-area (AA). The process consists of planning. The execution phase is battle-focused LTX. however.The execution phase of the lane training process. AAR and retraining activities which culminate the lane training process. rehearsal. a designated area.A standardized and structured training exercise or simulation used to train one or more collective tasks. lane execution.

LANE TRAINING PROCESS PLANNING 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. ASSEMBLY 2. REHEARSAL BTEM STEP 7 = RUN STAGE 3. LANE EXECUTION BTEM STEP 8 = RUN STAGE 5.6 = CRAWL STAGE 1. AAR BTEM STEP 8 = RUN STAGE . RETRAINING NEXT LANE 4.

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

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

TRAINING EXECUTION MODEL STEPS 1&2 .

TRAINING EXECUTION MODEL STEPS 3&4 .

TRAINING EXECUTION MODEL STEPS 5&6 .

TRAINING EXECUTION MODEL STEPS 7&8 .

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

CHAIN OF COMMAND INSPECTS SOLDIERS AND EQUIPMENT . .SOLDIER RECOVERY .CLOSURE REPORTS FROM AMMUNITION AND EQUIPMENT TURN-IN .SOLDIER/SENSITIVE ITEM ACCOUNTABILITY .POST OPERATIONS CHECKS 5 ACCOMPLISHED AT THE END OF TRAINING 5 SOP 5 VARIES DEPENDING ON TYPE OF TRAINING 5 EXAMPLES.TRAINING ASSESSMENT/UPDATE TTPs .MAINTENANCE .

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

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 (CON’T) pINTERNAL . AND CONDUCTED BY HQ TWO LEVELS ABOVE THE TRAINING UNIT . AND CONDUCTED BY THE TRAINING UNIT i EXTERNAL . RESOURCED. RESOURCED.PLANNED.PLANNED.

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

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 .

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

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

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

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

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

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