10 th Signal Battalion Training the Force Leadership Development Program Bravo Company 1LT Fedak and...

1010thth Signal Battalion Signal Battalion

Training the Force

Leadership Development Program

Bravo Company1LT Fedak and 1LT Fields

Voice Of the Mountain!

To provide 10th Signal Battalion personnel an overview of FM 7-0 Training the Force.

PURPOSE


• FM 7-0 Training the Force

• FM 25-100 Battle Focused Training

REFERENCES


AGENDA

PURPOSEREFERENCESTRAINING OVERVIEWHOW THE ARMY TRAINS THE ARMY• Army Training and Leadership development

ModelMETL DEVELOPMENT• METL Development Process


AGENDA (cont…)

BATTLE FOCUSED TRAININGPrinciples of Training• Train as combined arms and services team• Train as you fight• Use appropriate doctrine • Train for Combat Proficiency• Train to Adapt• Train to sustain proficiency• Train using multiechelon techniques• Train to maintain • Make commanders the primary trainers

ARMY TRAINING MANAGEMENT CYCLESUMMARYQUESTIONS


TRAINING THE FORCE

TRAINING

• Effective training requires the personal time, energy, and guidance of commanders.

• Commanders must personally observe and assess training at all echelons.

• Train one level down and evaluate two levels down; for example, Company commanders train platoon leaders with their platoons and evaluate section, squad, team, and crew leaders with their units.


TRAINING THE FORCE

TRAINING

• Ensure subordinate leaders understand and use leader development programs.

• Establish a safe, realistic training program that is based on and enforces the Army's standards of performance.

• Foster a command climate which-- - Promotes learning. - Allows honest mistakes. - Encourages open communications and disagreement without fear of retribution. Instills discipline in units.

• Be personally involved in planning, executing, and assessing training.


HOW THE ARMY TRAINS THE ARMY

• DOA and MACOM’s--Resource the Army to train

• Institutional Army, Schools, Training Centers, NCO Academies

--Train soldiers to take their place in units--Teach Doctrine and TTP

• Units, Leaders and Individuals--Train to standard on their assigned

missions


• Individual Soldiers, Officers, NCO’s and Civilian work force

• Self development study

HOW THE ARMY TRAINS THE ARMY

RESULT

An Army-wide team effort in a training and leader development system that is unrivaled in the world.


Army Training and Leader Development Model


METL DEVELOPMENT

• A Mission Essential Task is a collective task an organization has to be proficient at in order to accomplish an appropriate portion of its wartime operational mission.

• METL’s may change based on the wartime operational mission (stability ops, support ops, humanitarian relief, etc…)

5 INPUTS TO A METL DEVELOPMENTWartime Operational Plans

Enduring Combat CapabilitiesOperational Environment

Directed Missions External Guidance


• Wartime Operational Plans – The missions and information provided in these plans are the most critical input to METL development.

• Enduring Combat Capabilities - The unique contribution each unit makes to ensure the Army successfully accomplishes any mission anytime anywhere.

(exe: A Signal Battalion = IOM, A FA Battalion = Provide Fires in support of)

• Operational Environment - Includes Six Dimensions: Threat, Political, Unified Action, Land Combat Operations, Information and Technology.

• Each effects how army forces combine, sequence and conduct military operations.

METL DEVELOPMENT (cont..)


• Directed Missions - Missions assigned other than a units normally assigned wartime mission. (exe: humanitarian assistance)

• External Guidance – Higher Headquarters Directives, Mission Training Plans, Force Integration Plans

METL DEVELOPMENT (cont..)


METL Development Process


BATTLE FOCUSED TRAINING

• Battle focus enables the commander to train units for success on the battlefield.

• Using the Principles of Training the commander continuously plans, executes and assesses the state of training in the unit. This also provides the framework to further develop the units METL, identify training priorities and allocate resources.


TRAINING THE FORCE

PRINCIPLES OF TRAINING • Train as combined arms and services team • Train as you fight• Use appropriate doctrine• Train for Combat Proficiency • Train to Adapt • Train to sustain proficiency• Train using multiechelon techniques • Train to maintain• Make commanders the primary trainers

At all levels Commanders and Leaders use the Principles of Training to develop and execute effective training


TRAINING THE FORCE

TRAIN AS COMBINED ARMS & SERVICES TEAM• Combat power increases when leaders synchronize CBT, CS, and CSS systems.

• Habitual relationship of supporting elements builds cohesion and a winning spirit.

• Habitual relationship helps each element understand how all contribute to fight the battle.


TRAINING THE FORCE

TRAIN AS YOU FIGHT• Train in a near wartime environment, not in the classroom. • Ensure all training is tactically oriented. This includes CS and CSS. • Ensure OPFOR use appropriate threat doctrine, tactics, and equipment. • Integrating realistic conditions into training, such as-- --Loss of key leaders. --Smoke. --Casualty evacuation. --Noise. --Simulated NBC situations. --Battlefield debris. --Limited visibility (night). --Loss or jamming of communications.


TRAINING THE FORCE

USE APPROPRIATE DOCTRINE• Leaders and soldiers must understand standardized doctrinal principles found in applicable-- --Field manuals (FMs). --Training circulars (TCs). --Mission training plans (MTPs). --Army regulations (ARs).

• When Army standards are not published, leaders must develop standards that are challenging, attainable, and easily evaluated.


TRAINING THE FORCE

TRAIN FOR COMBAT PROFICENCY

• Soldiers, leaders, and units must be proficient in the basic skills required to perform their missions under battlefield conditions.

• This requires hands-on training.

• For example, all soldiers and leaders should conduct both mounted and dismounted land navigation courses instead of relying only on classroom instruction.


TRAINING THE FORCE

TRAIN TO ADAPT

Use challenging training that:

• Builds competence and confidence by developing new skills.

• Instills loyalty and dedication.

• Inspires excellence by fostering initiative, enthusiasm, and eagerness to learn.

• Builds aggressive, well-trained soldiers.


TRAINING THE FORCE

TRAIN TO SUSTAIN PROFICIENCY

• Maintain proficiency through sustainment training. Most effective when used during periods of unit down time between events.

-build on skills mastered by the soldier-use opportunity training (exe. Hip-pocket training)-minimize skill decay


TRAINING THE FORCE

TRAIN USING MULTI-ECHELON TECHNIQUES…

• Is the most effective way to train on METL Tasks with limited time and resources.

Example: a battalion commander determines an upcoming battalion FTX will include a deliberate defense.

The BN staff and subordinate commanders plan to train specific subtasks associated with the deliberate defense.

Alpha Co--preparation of individual fighting positions. Bravo Co--patrolling procedures. Charlie Co--emplacement of obstacles.


TRAINING THE FORCE

TRAIN TO MAINTAINTraining cannot happen if essential equipment and systems (such as tracks, weapons, wheeled vehicles, or radios) are non-mission capable (NMC). Everyone (leaders, maint. pers, and operators) must be trained and involved to improve and sustain the unit's maintenance posture.

Training must focus on the total unit maintenance concept (think SAFETY). All maintenance must be on the unit training schedule. It must focus on the total unit, to include-- • The soldier, and his uniforms. • The soldier's equipment, such as common table of allowances (CTA-50), weapons, and protective mask. • Major end items, such as tracked and wheeled vehicles, helicopters, and shop vans.


TRAINING THE FORCE

MAKE COMMANDERS THE PRIAMARY TRAINERS

• Although NCO’s most often execute the training, at all levels, commanders and leaders must be personally involved in training.

• Continue to development leaders to make better trainers.

• Leader development is accomplished through assessment, feedback, additional training and reinforcement, education, training, and experience.

Leaders should be present at training to the maximum extent possible.

Provide required resources.


Army Training Management Cycle


SUMMARY

FM 7-0 Training the Force, establishes Army training doctrine and applies throughout the force;

to all units, at all levels. Training to the Army standard is the key to fighting and winning. Every

commander and leader is expected to know, understand and apply this capstone training

doctrine. Training excellence is the cornerstone of combat readiness. All Leaders are Trainers.


QUESTIONS?

10 th Signal Battalion Training the Force Leadership Development Program Bravo Company 1LT Fedak and...

Documents

Transcript of 10 th Signal Battalion Training the Force Leadership Development Program Bravo Company 1LT Fedak and...