Training Meetings Training Circular (TC) 25-20 Field Manual (FM) 7-0/7-1 (Appendix B)

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Training MeetingsTraining Circular (TC) 25-20
Field Manual (FM) 7-0/7-1 (Appendix B)
The American soldier best performs his mission if
he is well informed and knows the purpose of that
mission. SMA Silas L. Copeland
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Company Training Meetings

• Training is the Armys number one (1)
  priority.
• Company training meetings are key to near-term
  planning and are non-negotiable.
• Accordingly they appear on the weekly training
  calendar.
• Training meetings create the bottom-up flow of
  information regarding specific training
  proficiency needs of the unit and individual
  soldiers.
• Training meetings are conducted by leaders to
  review past training, identify plan necessary
  retraining, plan prepare future training,
  exchange timely training information between
  leaders.

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Training Meeting Objectives

• Company training meetings review completed
  training, de-conflict training issues, plan
  prepare future training, exchange timely
  training information between participants.
• Training meetings are NOT a forum for discussing
  administrative operations activities. Training
  is the sole topic.
• The training meeting focuses on three (3) key
  tasks
• Assessing completed training to determine the
  effectiveness of individual, leader, collective
  training conducted since the last training
  meeting.
• Coordinating near-term training to confirm
  specific instructions and details to conduct the
  training.
• Planning for short-range training to develop
  future training plans that refine the short-range
  training plan.

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PLANNING

• LONG RANGE
• Goes out as far as 10 years at the MACOM level.
• Out to 1 year at the company level for the AC
• The end of the Semester (6 months) for JROTC.
• SHORT RANGE
• Goes out from 3-6 months for the AC.
• Out 3 months (9 weeks) for JROTC.
• NEAR TERM
• 6 - 8 weeks prior to execution of training for
  the AC.
• Out 1 month (4 weeks) for JROTC.

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PLANNING ECHELONS
Training Guidance Planning starts at the top
then filters its way down to the lowest echelon
or level. Higher HQ resources lower HQ
Companies Platoons execute COLLECTIVE training
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BATTALION Training Meeting

• BATTALION-LEVEL (2-9 weeks out)
• Review Quarterly or Yearly/Annual Training
  Guidance from higher HQ.
• Review recently (past week) conducted training
  (typically briefed by Company Commanders to
  Battalion Commander Staff)
• Assess training conducted since the last meeting.
• Review reasons for training planned, but not
  conducted.
• Update the current status of training
  proficiency.
• Brief NEAR-TERM (1 month/4 weeks) training to
• Discuss any new guidance received from higher
  commanders.
• Publish training scheduled for the next 4 to 6
  weeks (1 month).
• Review complete pre-execution checks (document
  training distractors from higher headquarters).
• Issue commanders guidance for training scheduled
  1 month/4 weeks out.
• Review the SHORT-RANGE (3 months/9 weeks) plan.
• Review projected resources (logistical
  requirements training aids).

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Company-Level Participants

• Leader participation is essential for a
  successful training meeting.
• Attendance is MANDATORY!
• Company commander.
• Executive officer.
• First sergeant.
• Platoon leaders.
• Platoon sergeants.
• Supply sergeant.
• Maintenance sergeant.
• Administrative sergeant.
• NBC NCO.
• Others as required.
• Food service NCO.
• Direct support, unit representatives (FSO, ALO,
  EN, ADA, MI BSB).

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Responsibilities

• The Company Commander is responsible for the
  efficient conduct of the training meeting.
• The XO coordinates training for all the soldiers
  in sections or attachments without platoon
  leaders or platoon sergeants.
• The 1SG assists the commander with individual
  soldier training assessments, provides guidance
  advice on training plans, reviews pre-execution
  checks discussed during the training meeting.

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Responsibilities (cont)

• Platoon leaders brief the collective task
  proficiency of their platoon, provide the
  commander and other members of the company with
  feedback on details of near-term training, and
  recommend collective training tasks for
  shortrange training.
• Platoon sergeants brief individual soldier tasks,
  brief specific essential pre-execution checks for
  near-term training, and recommend individual
  soldier tasks for short-range training.

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Responsibilities (cont)

• Key NCOs, such as master gunners, attend
  training meetings advise the commander on
  specialized training. For example, the master
  gunner works with the 1SG to track individual
  crew-served weapon qualification, helps leaders
  with gunnery training assessments.
• Maintenance sergeant coordinates the
  maintenance efforts of the company and work with
  the commander and XO to ensure that timely
  support is provided. The maintenance team chief
  provides input on the status of maintenance
  training in the company, recommends
  maintenance-related training, and informs the
  commander of scheduled services and inspections.
• Supply sergeants advise the commander on
  supply-related issues, inspections, and
  inventories. Supply sergeants also work with the
  XO and 1SG to coordinate necessary support from
  outside sources.

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TRAINING MEETING TIME PLACE

• The company meeting follows the battalion
  training meeting by no more than 2 days.
• NOTE 6th 7th Periods follow 4th/5th Period.
• Company training meetings generally are conducted
  on the same day and time each week
  (cyclical/repetitive). WEDNESDAY for us.
• Should enable attendees to make meeting.
• Should minimizing training disruptions.
• Should allow subordinate leaders time to brief
  their soldier.

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TRAINING MEETING AGENDA

• ROLL CALL
• ASSESSMENT (AAR) OF COMPLETED TRAINING (include
  training planned, but NOT conducted)
• Strengths
• Weaknesses
• How to Improve
• PREPARATION FOR NEAR-TERM (1 month)TRAINING
• Future Training Already Planned and Resources
  Verified
• Risk Management
• PLANNING FOR SHORT-RANGE (3 months) TRAINING
• Plan for Future Unscheduled Training
• Supports for Training Assessment
• Equipment and Resources Identified
• Effective Use of Training Time
• Risk Management
• MISCELLANEOUS
• FEEDBACK

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Time Requirements (Recommended)

• Meeting should NOT exceed 1 hour
• Completed training 15 min.
• Near term training 30 min.
• Short range training 15 min.
• Occasional situations may require meetings to
  last more than 1 hour, but these are the
  exception. The key is for the commander to
  achieve the meeting objectives as quickly and
  efficiently as possible.

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TRAINING MEETING OUTPUT

• TRAINING SCHEDULE DEVELOPMENT
• Commanders receive input from all platoons
  other elements of the company before formulating
  the draft training schedule.
• Because of support limitations or other
  conflicts, the commander may have to disapprove a
  training event that a platoon requested, or move
  it to another week or month.
• Once all conflicts are resolved, the commander
  develops a rough draft of the next training
  schedule.
• Training schedules are then developed at company
  level and approved ( consolidated/deconflicted)
  by battalion.
• See next slide!

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TRAINING SCHEDULES

• The Company Commander signs the training
  schedule, which identifies the specific unit
  training needs that have been planned.
• The Battalion Commander then signs the training
  schedule, thereby giving it final approval.
• The Battalion Commanders signature finalizes
  the training contract, and verifies that
  necessary resources will be provided.
• Once the Battalion Commander approves and the
  signs the training schedule, it is locked in and
  constitutes an official order.
• Only the approving authority can authorize
  changes to the training schedule.
• For example, the Battalion Commander is
  authorized to approve changes to an approved
  signed company, battery, or troop training
  schedule. Higher headquarters must protect
  subordinate units from un-programmed events,
  activities, other distracters.

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GRC JROTC Cadet Training Meetings

• Cadet Battalion COMMANDER
• Conducts Battalion Training Meetings in
  conjunction with Battalion Command Staff (CS)
  Meetings.
• Overall responsible for Cadet Battalion training
  planning execution through coordination with
  the AI/SAI (Brigade Commander).
• Has input to the SAI/AI on any Cadet
  initiated/planned events.
• Ensures all recommended changes to Cadet
  Battalion training are coordinated with the
  SAI/AI.
• Oversee the Cadet Company/Platoon training.
• Ensure all events training are supported by
  an MOI or OPORD.

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GRC JROTC Cadet Training Meetings

• Cadet Battalion XO
• Oversee the Cadet Battalion STAFF.
• Ensures staff is properly trained and performing
  their respective function(s) meets all Cadre
  suspense's.
• Main focus is the management and resourcing
  of training (oversee the Company XOs).
• Act in the absence of the Cadet Battalion
  Commander.
• Cadet Battalion CSM
• Oversee the Cadet Company Bn Staff NCOs.
• Ensures 1SGs are properly trained performing
  their respective function(s).
• Main focus is INDIVIDUAL cadet skills, to
  include physical fitness, personal appearance,
  and basic cadet knowledge.

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GRC JROTC Cadet Training Meetings

• Cadet Battalion S3
• Training Operations Officer for the Cadet
  Battalion.
• Publish all Cadet Training Schedules/Calendars.
• Publish all MOIs/OPORDs/FRAGOs/WARNOs.
• Prepare all MOI/OPORD Briefings for RCO.
• Plan, Coordinate, Execute the Cadet Battalion
  Training Meetings.
• Coordinate ALL Cadet Training requirements with
  the SAI/AI.
• Coordinate with the Cadet Company Commanders on
  all Cadet training to ensure de-confliction of
  resources.
• Ensure all Cadre training suspense's are met.
• Observe and monitor all Cadet training.

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GRC JROTC Cadet Training Meetings

• Cadet Battalion STAFF (S1/2/4/5/6)
• Know, understand, perform their respective
  staff duties and functions.
• Coordinate with the rest of the Cadet staff,
  especially with the Cadet Battalion XO.
• Coordinate all staff activities with the
  SAI/AI.
• Coordinate, as necessary, with the Cadet
  Company Commander(s) 1SGs.
• Maintain respective Staff Continuity Book of
  all on-going and completed staff actions (every
  week).

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GRC JROTC Cadet Training Meetings

• Cadet COMPANY COMMANDER(s)
• Coordinate, Conduct, Execute, Assess Cadet
  Training.
• Ensure entire Company is informed on all
  training events
• Ensure Platoon Leaders Platoon Sergeants are
  prepared for training.
• Ensure all training is observed and assessed.
• Ensure all cadet training is RESOURCED!
• COMPANY XO/1SG(s)
• Resource Cadet training.
• Supervise Cadet training.
• Document Cadet training (attendance
  evaluation).

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COMPLETED TRAINING

• Conduct an After Action Review (AAR)
• Obtain feedback from cadets being trained.
• Document all AAR comments.
• Document the training conducted
• Who received the training?
• Who successfully completed the training?
• Be prepared to brief discuss at Training
  Meeting.
• A written AAR will be prepared for all major
  events.

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COMPANY / PLATOON / STAFF HUDDLES
WHAT ARE THEY?
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Cadet Leadership Huddles

• Cover last minutes changes to training.
• Final execution checklist review.
• Special or new command guidance.
• Resource status changes.
• Should last no more than 5-10 minutes

Highly recommended !
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Golden Rules of Training Management

• RULE 1 - dont put anything on the training
  schedule that YOU do not intend to execute.
• RULE 2 dont fill up every minute of the
  training schedule
• Platoons need reaction time.
• Plan time for immediate re-training.
• Ensure that there is preparation-time for
  training
• Plan for and conduct Make-up training for
  soldiers who missed it.