A LEADER’S GUIDE TO P

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ET
TOUJOURS P
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ET

COMPANY TRAINING MEETINGS

REFERENCES:
TC 25-30 FM 25-100 FM 25-101

SSG PEAYTT
1
 OVERVIEW
P
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ET R
TOUJOURS P

COMPANY- LEVEL TRAINING MANAGEMENT

TRAINING MEETING PLANNING PROCESS

PREPARING FOR TRAINING MEETINGS

CONDUCTING TRAINING MEETINGS

2
 COMPANY- LEVEL TRAINING
MANAGEMENT
P
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ET R
TOUJOURS P

* OVERVIEW OF TRAINING MANAGEMENT

* RESPONSIBILITIES

* LONG-RANGE PLANNNING

* SHORT-RANGE PLANNING

* NEAR-TERM PLANNING

3
 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

OVERVIEW OF TRAINING MANAGEMENT

* DEFINITION

* BATTLE FOCUSED TRAINING

* TRAINING MANAGEMENT CYCLE

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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

TRAINING MANAGEMENT RESPONSIBILITIES

* BATTALION COMMANDER & STAFF
* COMPANY COMMANDER
* EXECUTIVE OFFICER (XO)
* PLT LDR/ PSG
* FIRST SERGEANT
* OTHER LEADERS

5
 COMPANY-LEVEL
TRAINING MANAGEMENT P
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ET R
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
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ET
TOUJOURS P
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ET

OVERVIEW OF TRAINING MANAGEMENT

* DEFINITION

* BATTLE FOCUSED TRAINING

* TRAINING MANAGEMENT CYCLE

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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
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ET R
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.

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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
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ET R
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.

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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
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ET R
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.
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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
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ET R
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
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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
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ET R
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

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 TRAINING
MANAGEMENT CYCLE P
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TOUJOURS P
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WARTIME MISSION
BATTLE
FOCUS
MISSION ESSENTIAL TASK LIST (METL)

ASSESSMENT
PREPARE TRAINING
CONDUCT ASSESSMENT PREPARE PLANNING
UNIT LONG-RANGE
ASSESSMENT PLAN

FEEDBACK
EVALUATE PREPARE
TRAINING SHORT-RANGE
PLAN

EXECUTE PREPARE
TRAINING NEAR-TERM
EXECUTION
PLAN

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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
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ET R
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.

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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
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ET R
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.
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 TRAINING
MANAGEMENT CYCLE P
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TOUJOURS P
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WARTIME MISSION
BATTLE
FOCUS
MISSION ESSENTIAL TASK LIST (METL)

ASSESSMENT
PREPARE TRAINING
CONDUCT ASSESSMENT PREPARE PLANNING
UNIT LONG-RANGE
ASSESSMENT PLAN

FEEDBACK
EVALUATE PREPARE
TRAINING SHORT-RANGE
PLAN

EXECUTE PREPARE
TRAINING NEAR-TERM
EXECUTION
PLAN

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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
R ET
ET R
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.

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 COMPANY LEVEL
TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
P
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ET R
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.
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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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TRAINING MANAGEMENT RESPONSIBILITIES

* BATTALION COMMANDER & STAFF
* COMPANY COMMANDER
* EXECUTIVE OFFICER (XO)
* PLT LDR/ PSG
* FIRST SERGEANT
* OTHER LEADERS

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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

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.

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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

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.

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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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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.

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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

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.

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 COMPANY LEVEL TRAINING MANAGEMENT
TRAINING MANAGEMENT RESPONSIBILITIES
INTEGRATION OF COLLECTIVE P
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AND SOLDIER TRAINING ET
TOUJOURS P
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BATTLE FOCUS EACH CSM

& NCO LEADER

E SELECTS COLLECTIVE
SELECTS SUPPORTING
A MISSION ESSENTIAL
SOLDIER TASKS
C TASKS
H
CONDUCTS TRAINING CONDUCTS TRAINING
C ASSESSMENT ASSESSMENT
O
M
DETERMINES TRAINING DETERMINES TRAINING
M
OBJECTIVES OBJECTIVES
A
N
D DETERMINES STRATEGY DETERMINES STRATEGY
E AND PLANS FOR TRAINING AND PLANS FOR TRAINING
R

CONDUCTS PRE-EXECUTION CONDUCTS PRE-EXECUTION

CHECKS CHECKS

EXECUTES TRAINING AND EXECUTES TRAINING AND

CONDUCTS AAR DETERMINES STRATEGY CONDUCTS AAR
AND PLANS FOR TRAINING
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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

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.
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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

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.
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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

TRAINING MANAGEMENT RESPONSIBILITIES

PLATOON LEADER /
PLATOON SERGEANT:

ARE RESPONSIBLE FOR THE TRAINING

PROFICIENCY OF THEIR PLATOONS.

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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

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

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 COMPANY LEVEL TRAINING MANAGEMENT
P
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TRAINING MANAGEMENT RESPONSIBILITIES

ET R
TOUJOURS P

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
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 COMPANY LEVEL TRAINING MANAGEMENT
P
R ET

TRAINING MANAGEMENT RESPONSIBILITIES

ET R
TOUJOURS P

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 RESPON-
SIBILITIES DURING QUARTERLY TRAINING BRIEFS.

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 COMPANY LEVEL
TRAINING MANAGEMENT P
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ET
TOUJOURS P
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ET

TRAINING MANAGEMENT RESPONSIBILITIES

OTHER LEADERS:

OTHER LEADERS HAVE TRAINING MANAGE-

MENT RESPONSIBILITIES. SLICE LEADERS
MUST KEEP THE COMPANY COMMANDER
INFORMED OF THEIR TRAINING NEEDS, AND
THEIR ABILITY TO HELP THE UNIT WITH
SPECIALTY TRAINING.

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 COMPANY-LEVEL
TRAINING MANAGEMENT P
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ET R
TOUJOURS P

LONG - RANGE PLANNING

DEFINITION

PLANNING CALENDARS

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COMPANY-LEVEL TRAINING MANAGEMENT
LONG - RANGE PLANNING P
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ET
TOUJOURS P
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ET

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.
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 COMPANY-LEVEL TRAINING MANAGEMENT
LONG - RANGE PLANNING P
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ET
TOUJOURS P
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ET

PLANNING CALENDARS:
LONG-RANGE PLANS ARE TRANSLATED INTO
PLANNING CALENDARS FOR USE BY SUB-
ORDINATE 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
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 COMPANY-LEVEL
TRAINING MANAGEMENT P
R ET
ET R
TOUJOURS P

SHORT - RANGE PLANNING

DEFINITION

PLANNING CALENDARS

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 COMPANY-LEVEL TRAINING MANAGEMENT
SHORT - RANGE PLANNING P
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ET
TOUJOURS P
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ET

DEFINITION:
SHORT-RANGE PLANNING IS A REFINE-
MENT 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.
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 COMPANY-LEVEL TRAINING MANAGEMENT
SHORT - RANGE PLANNING P
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ET
TOUJOURS P
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ET

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.

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 COMPANY-LEVEL
TRAINING MANAGEMENT P
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ET R
TOUJOURS P

COMMAND GUIDANCE

DEFINITION

TOPICS INCLUDE

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 COMPANY-LEVEL TRAINING MANAGEMENT
COMMAND GUIDANCE P
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ET
TOUJOURS P
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ET

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.

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 COMPANY-LEVEL TRAINING MANAGEMENT
COMMAND GUIDANCE P
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ET
TOUJOURS P
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ET

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
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ET R
TOUJOURS P

NEAR-TERM PLANNING

DEFINITION

41
 COMPANY-LEVEL TRAINING MANAGEMENT
NEAR-TERM PLANNING P
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ET
TOUJOURS P
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ET

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
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ET R
TOUJOURS P

TRAINING MEETINGS

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 COMPANY-LEVEL TRAINING MANAGEMENT
P
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ET R
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 P ET
R

TRAINING MEETING OBJECTIVES

ET R
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 P ET
R

TRAINING MEETING OBJECTIVES

ET R
TOUJOURS P

THE TRAINING MEETING PROCESS CAN

BE DESCRIBED AS A THREE PHASE
OPERATION:

ASSESSMENT

COORDINATION

FUTURE PLANNING
47
 TRAINING MEETING
PLANNING PROCESS P ET
R

TRAINING MEETING OBJECTIVES

ET R
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.
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 TRAINING MEETING
PLANNING PROCESS P ET
R

TRAINING MEETING OBJECTIVES

ET R
TOUJOURS P

COORDINATION (PHASE II):

WITH THE COMMANDER’S ASSESSMENT

COMPLETE, THE NEXT PHASE IS THE COORD-
INATION 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 P ET
R

TRAINING MEETING OBJECTIVES

ET R
TOUJOURS P

FUTURE PLANNING (PHASE III):

WITH COORDINATION COMPLETE, THE FINAL

PHASE OF THE TRAINING MEETING PROCESS
IS TO PLAN FOR FUTURE TRAINING. SUB-
ORDINATE 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.
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 TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY P
R ET
ET R
TOUJOURS P

INTERNAL COMPANY

EXTERNAL- SLICE AND ATTACHMENTS

SPECIAL

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 TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY P
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ET R
TOUJOURS P

INTERNAL COMPANY

THE COMPANY TRAINING MEETING IS A HIGH

PRIORITY MISSION FOR THE LEADERSHIP OF

THE COMPANY. ATTENDANCE FOR SELECTED

LEADERS IS MANDATORY.

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 TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY P
R ET
ET R
TOUJOURS P

INTERNAL COMPANY
COMMANY COMMANDER FIRST SERGEANT

EXECUTIVE OFFICER

PLATOON LEADERS/ PLATOON SERGEANTS

SUPPLY SERGEANT

MAINTENANCE SUPERVISORN

NBC NCO

OTHER KEY STAFF NCOs

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 TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY P
R ET
ET R
TOUJOURS P

INTERNAL COMPANY

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 P
R ET
ET R
TOUJOURS P

INTERNAL COMPANY

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 P
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ET R
TOUJOURS P

INTERNAL COMPANY

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.

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 TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY P
R ET
ET R
TOUJOURS P

INTERNAL COMPANY
PLATOON LEADERS:
BRIEF THE COLLECTIVE TASK PROFICIENCY
DURING THE ASSESSMENT PHASE OF THE
TRAINING MEETING. DURING THE COORDI-
NATION 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.
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 TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY P
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ET R
TOUJOURS P

INTERNAL COMPANY
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.

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 TRAINING MEETING PLANNING PROCESS
P
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ET R
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
R ET
ET R
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)
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 TRAINING MEETING PLANNING PROCESS
TRAINING MEETING TIME AND PLACE P
R ET
ET R
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
R ET
ET R
TOUJOURS P

TRAINING MEETING FREQUENCY

GARRISON AND FIELD LOCATIONS

COMPANY HUDDLES

62
 TRAINING MEETING PLANNING PROCESS

TRAINING MEETING FREQUENCY P

R
ET
TOUJOURS P
R
ET

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

R
ET
TOUJOURS P
R
ET

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

R
ET
TOUJOURS P
R
ET

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
R
ET
TOUJOURS P
R
ET

* COMMANDER’S ASSESSMENT

* TRAINING MEETING WORKSHEETS

* TRAINING AIDS

* WHAT TO BRING TO THE MEETING

* HOMEWORK

66
PREPARING FOR TRAINING MEETINGS
P
R ET

COMMANDER’S ASSESSMENT
ET R
TOUJOURS P

DEFINITION

SOURCES OF INPUT

67
 PREPARING FOR TRAINING MEETINGS
P
R ET

COMMANDER’S ASSESSMENT
ET R
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
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COMMANDER’S ASSESSMENT P
R
ET
TOUJOURS P
R
ET

DEFINITION
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 P
R
ET
TOUJOURS P
R
ET

DEFINITION

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
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COMMANDER’S ASSESSMENT P
R
ET
TOUJOURS P
R
ET

DEFINITION

U-(UNTRAINED)

“U” MEANS THAT THE UNIT CANNOT

PERFORM THE TASK TO STANDARD.

71
PREPARING FOR TRAINING MEETINGS
P
R ET
ET R
TOUJOURS P

COMMANDER’S ASSESSMENT

SOURCES OF INPUT

72
 PREPARING FOR TRAINING MEETINGS
COMMANDER’S ASSESSMENT P
R
ET
TOUJOURS P
R
ET

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
R
ET
TOUJOURS P
R
ET

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
R ET
ET R
TOUJOURS P

TRAINING MEETING WORKSHEETS

PURPOSE

FORMAT

75
 PREPARING FOR TRAINING MEETINGS
P
R ET

TRAINING MEETING WORKSHEET

ET R
TOUJOURS P

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
R ET

TRAINING MEETING WORKSHEET

ET R
TOUJOURS P

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
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P
R ET

TRAINING AIDS
ET R
TOUJOURS P

PURPOSE
TRAINING AIDS ASSIST THE COMMANDER
BY PROVIDING VISUAL DISPLAYS OF
FUTURE TRAINING PLANS, PRE-
EXECUTION CHECKS, AND OTHER
RELATED PRODUCTS. TRAINING AIDS
DO NOT NEED TO BE ELABORATE TO
BE EFFECTIVE.

78
 PREPARING FOR TRAINING MEETINGS
TRAINING AIDS P
R
ET
TOUJOURS P
R
ET

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
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P
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ET R
TOUJOURS P

WHAT TO BRING TO THE

TRAINING MEETING

INDIVIDUAL REQUIREMENTS

HOMEWORK

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 PREPARING FOR TRAINING MEETINGS
WHAT TO BRING TO THE TRAINING MEETING
P
R ET
ET R
TOUJOURS P

INDIVIDUAL REQUIREMENTS
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
P
R ET
ET R
TOUJOURS P

INDIVIDUAL REQUIREMENTS
EXECUTIVE OFFICER:

MAINTENANCE SCHEDULE
INSPECTION SCHEDULE
CURRENT DA FORM 2406
SUPPLY INVENTORY SCHEDULE
TRAINING SCHEDULES
STATUS OF RESOURCES REQUESTED FOR
TRAINING.

82
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WHAT TO BRING TO THE TRAINING MEETING
P
R ET
ET R
TOUJOURS P

INDIVIDUAL REQUIREMENTS
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
P
R ET
ET R
TOUJOURS P

INDIVIDUAL REQUIREMENTS
PLATOON LEADER/ PLATOON SERGEANT:
LEADER BOOK
PLATOON ASSESSMENT WORKSHEETS
TRAINING SCHEDULES
PREEXECUTION CHECKLISTS
PLATOON BATTLE ROSTERS
FUTURE TRAINING WORKSHEETS

84
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WHAT TO BRING TO THE TRAINING MEETING
P
R ET
ET R
TOUJOURS P

INDIVIDUAL REQUIREMENTS
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
P
R ET
ET R
TOUJOURS P

INDIVIDUAL REQUIREMENTS

SUPPLY SERGEANT:
LEADER BOOK
TRAINING SCHEDULES
SUPPLY INVENTORY SCHEDULES
INSPECTION SCHEDULE

86
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WHAT TO BRING TO THE TRAINING MEETING
P
R ET
ET R
TOUJOURS P

INDIVIDUAL REQUIREMENTS

TRAINING NCO:
TRAINING SCHEDULES
BATTLE ROSTER
SCHOOLS INFORMATION

87
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P ET

HOMEWORK
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
R
ET
TOUJOURS P
R
ET

* AGENDA

* COMPLETED TRAINING

* NEAR-TERM TRAINING

* SHORT-RANGE TRAINING

89
 CONDUCTING TRAINING
MEETINGS P
R
ET
TOUJOURS P
R
ET

AGENDA

* COMPONENTS

* TIME REQUIREMENTS

90
 CONDUCTING TRAINING
MEETINGS P
R
ET
TOUJOURS P
R
ET

AGENDA
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 P
R
ET
TOUJOURS P
R
ET

AGENDA

RECOMMENDED TIME LINE

COMPLETED TRAINING 15 MIN

NEAR-TERM TRAINING 30 MIN
SHORT-RANGE TRAINING 15 MIN

92
 CONDUCTING TRAINING
MEETINGS P
R
ET
TOUJOURS P
R
ET

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 P
R
ET
TOUJOURS P
R
ET

COMPLETED TRAINING
PLATOON ASSESSMENTS
TRAINING MEETINGS BEGIN WITH PLATOON
LEADERS AND PLATOON SERGEANTS ASSESS-
ING 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 P
R
ET
TOUJOURS P
R
ET

COMPLETED TRAINING

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
R ET
ET R
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
P
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ET R
TOUJOURS P

NEAR-TERM TRAINING

COMMAND GUIDANCE

PRE-EXECUTION CHECK REVIEW

97
 CONDUCTING TRAINING MEETINGS

NEAR-TERM TRAINING
P
R ET
ET R
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 TRAINING-
RELATED ISSUES.

98
 CONDUCTING TRAINING MEETINGS
P
R ET
ET R
TOUJOURS P

NEAR-TERM TRAINING
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
P
R ET
ET R
TOUJOURS P

NEAR-TERM TRAINING

CALENDAR REVIEW

PLATOON LEADER/
PLATOON SERGEANT INPUT

TRAINING SCHEDULE DEVELOPMENT

RULE NUMBER ONE

RULE NUMBER TWO

100
 CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING P
R ET
ET R
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
R ET
ET R
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
R ET
ET R
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
R ET
ET R
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
R ET
ET R
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
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ET R
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
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ET R
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
R ET
ET R
TOUJOURS P

COMPANY- LEVEL TRAINING MANAGEMENT

TRAINING MEETING PLANNING PROCESS

PREPARING FOR TRAINING MEETINGS

CONDUCTING TRAINING MEETINGS