A Leader's Guide To Company Training Meetings

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A LEADERS GUIDE TO COMPANY TRAINING MEETINGS
REFERENCES TC 25-30 FM 25-100
FM 25-101
SSG PEAYTT
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OVERVIEW
COMPANY- LEVEL TRAINING MANAGEMENT TRAINING
MEETING PLANNING PROCESS PREPARING FOR TRAINING
MEETINGS CONDUCTING TRAINING MEETINGS
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COMPANY- LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
RESPONSIBILITIES LONG-RANGE PLANNNING
SHORT-RANGE PLANNING NEAR-TERM PLANNING
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COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
DEFINITION BATTLE FOCUSED TRAINING
TRAINING MANAGEMENT CYCLE
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COMPANY LEVEL TRAINING MANAGEMENT
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
LONG-RANGE PLANNING DEFINITION PLANNING
CALENDARS SHORT-RANGE PLANNING DEFINITION
COMMAND GUIDANCE QUARTERLY TRAINING BRIEFS
NEAR-TERM PLANNING DEFINITION TRAINING
MEETINGS
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COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
DEFINITION BATTLE FOCUSED TRAINING
TRAINING MANAGEMENT CYCLE
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COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
DEFINITION
EFFECTIVE TRAINING IS THE ARMYS 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
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
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 UNITS
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
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
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
WARTIME MISSION
BATTLE FOCUS
MISSION ESSENTIAL TASK LIST (METL)
ASSESSMENT
PREPARE TRAINING ASSESSMENT
PLANNING
PREPARE LONG-RANGE PLAN
CONDUCT UNIT ASSESSMENT
FEEDBACK
PREPARE SHORT-RANGE PLAN
EVALUATE TRAINING
PREPARE NEAR-TERM PLAN
EXECUTE TRAINING
EXECUTION
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COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
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
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
WARTIME MISSION
BATTLE FOCUS
MISSION ESSENTIAL TASK LIST (METL)
ASSESSMENT
PREPARE TRAINING ASSESSMENT
PLANNING
PREPARE LONG-RANGE PLAN
CONDUCT UNIT ASSESSMENT
FEEDBACK
PREPARE SHORT-RANGE PLAN
EVALUATE TRAINING
PREPARE NEAR-TERM PLAN
EXECUTE TRAINING
EXECUTION
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COMPANY LEVEL TRAINING MANAGEMENT
OVERVIEW OF TRAINING MANAGEMENT
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
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
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
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 UNITS TRAINING
OBJECTIVES.
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COMPANY LEVEL TRAINING MANAGEMENT
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
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
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 AND SOLDIER TRAINING
BATTLE FOCUS
EACH CSM NCO LEADER
SELECTS COLLECTIVE MISSION ESSENTIAL TASKS
E ACH COMMANDER
SELECTS SUPPORTING SOLDIER TASKS
CONDUCTS TRAINING ASSESSMENT
CONDUCTS TRAINING ASSESSMENT
DETERMINES TRAINING OBJECTIVES
DETERMINES TRAINING OBJECTIVES
DETERMINES STRATEGY AND PLANS FOR TRAINING
DETERMINES STRATEGY AND PLANS FOR TRAINING
CONDUCTS PRE-EXECUTION CHECKS
CONDUCTS PRE-EXECUTION CHECKS
EXECUTES TRAINING AND CONDUCTS AAR
EXECUTES TRAINING AND CONDUCTS AAR
DETERMINES STRATEGY AND PLANS FOR TRAINING
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COMPANY LEVEL TRAINING MANAGEMENT
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 CCS
RESPONSIBILITY TO SEE IT GETS PUTS ON
THE TRAINING SCHEDULE.
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COMPANY LEVEL TRAINING MANAGEMENT
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
TRAINING MANAGEMENT RESPONSIBILITIES
PLATOON LEADER / PLATOON SERGEANT ARE
RESPONSIBLE FOR THE TRAINING PROFICIENCY OF THEIR
PLATOONS.
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COMPANY LEVEL TRAINING MANAGEMENT
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
TRAINING MANAGEMENT RESPONSIBILITIES
PLATOON SERGEANT ASSESSES AND EVALUATES THE
TRAINING PROFICIENCY OF INDIVIDUAL SOLDIER
TASKS PLANS CONDUCT OF TRAINING SELECTS
INDIVIDUAL SOLDIER TRAINING TASKS SELECTS
OPPORTUNITY TRAINING PROVIDES INPUT TO THE
PLATOON LEADERS 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
TRAINING MANAGEMENT RESPONSIBILITIES
FIRST SERGEANT HOLDS A SPECIAL PLACE IN THE
COMPANY TRAINING MANAGEMENT ARENA. AS THE SENIOR
ENLISTED SOLDIER IN THE COMPANY, THE 1SG IS
CHARGED WITH MAINTAINING A HIGH LEVEL OF
PROFICIENCY ON SOLDIER TASKS AND THE NCO
LEADER DEVELOPMENT PROGRAM. 1SGs KEEP TABS ON
THE TRAINING PULSE OF THE COMPANY, ONE WAY
IS BY THE CONSTANT MONITORING OF SOLDIER
TRAINING. FIRST SERGEANTS ALSO HAVE FORMAL
RESPON- SIBILITIES DURING QUARTERLY TRAINING
BRIEFS.
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COMPANY LEVEL TRAINING MANAGEMENT
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
LONG - RANGE PLANNING
DEFINITION PLANNING CALENDARS
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COMPANY-LEVEL TRAINING MANAGEMENT
LONG - RANGE PLANNING
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
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
SHORT - RANGE PLANNING
DEFINITION PLANNING CALENDARS
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COMPANY-LEVEL TRAINING MANAGEMENT
SHORT - RANGE PLANNING
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
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
COMMAND GUIDANCE
DEFINITION TOPICS INCLUDE
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COMPANY-LEVEL TRAINING MANAGEMENT
COMMAND GUIDANCE
DEFINITION COMMAND GUIDANCE IS THE PRODUCTOF
THE SHORT-RANGE PLAN. AT THE COMPANY LEVEL,
COMMAND GUIDANCE COMES FROM THE BATTALION
COMMANDER. THE COMMANDERS 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
COMMAND GUIDANCE IS VERY SPECIFIC IN NATURE.
NORMALLY ADDRESSES TOPICS SUCH AS COMMANDERS
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
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COMPANY-LEVEL TRAINING MANAGEMENT
NEAR-TERM PLANNING
DEFINITION
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COMPANY-LEVEL TRAINING MANAGEMENT
NEAR-TERM PLANNING
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.
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COMPANY-LEVEL TRAINING MANAGEMENT
TRAINING MEETINGS
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COMPANY-LEVEL TRAINING MANAGEMENT
TRAINING MEETINGS
TRAINING MEETINGS ARE HELD EVERY WEEK AND ARE THE
PRIMARY FORUM FOR PROVIDING GUIDANCE FOR FORMING
TRAINING SCHEDULES.
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING OBJECTIVES WHO ATTENDS AND
WHY TRAINING MEETING TIME AND PLACE
FREQUENCY
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING OBJECTIVES
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.
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING OBJECTIVES
THE TRAINING MEETING PROCESS CAN BE DESCRIBED AS
A THREE PHASE OPERATION ASSESSMENT COORDINATION
FUTURE PLANNING
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING OBJECTIVES
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 COMMANDERS ASSESSMENT.
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING OBJECTIVES
COORDINATION (PHASE II) WITH THE COMMANDERS
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.
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING OBJECTIVES
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
INTERNAL COMPANY EXTERNAL- SLICE AND
ATTACHMENTS SPECIAL
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TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY
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
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
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.
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TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY
INTERNAL COMPANY
EXECUTIVE OFFICER (XO) THE SECOND IN COMMAND,
AND AS SUCH, RUNS THE TRAINING MEETING IN THE
COMMANDERS ABSENCE. IF ASSIGNED AS MAINTENANCE
OFFICER, X0s ASSIST THE COMMANDER WITH
COORDINATING MAINTENANCE-RELATED ACTIVITIES.
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TRAINING MEETING PLANNING PROCESS
WHO ATTENDS AND WHY
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
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
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
TRAINING MEETING TIME AND PLACE
WHEN TO CONDUCT THE TRAINING MEETING
TRAINING MEETING LOCATION
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING TIME AND PLACE
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
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
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING FREQUENCY
GARRISON AND FIELD LOCATIONS COMPANY HUDDLES
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING FREQUENCY
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.
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING FREQUENCY
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.
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TRAINING MEETING PLANNING PROCESS
TRAINING MEETING FREQUENCY
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.
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT TRAINING MEETING
WORKSHEETS TRAINING AIDS WHAT TO BRING TO
THE MEETING HOMEWORK
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT
DEFINITION SOURCES OF INPUT
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT
DEFINITION
DETERMINES THE TRAINING STRENGTHS AND WEAKNESSES
OF THE UNIT. COMMANDERS USE THE T-(TRAINED),
P-(NEEDS PRACTICE), U-(UNTRAINED) RATING SCALE
TO ASSESS TRAINING PROFICIENCY ON METL TASKS.
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT
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.
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT
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.
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT
DEFINITION
U-(UNTRAINED) U MEANS THAT THE UNIT
CANNOT PERFORM THE TASK TO STANDARD.
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT
SOURCES OF INPUT
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT
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.
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PREPARING FOR TRAINING MEETINGS
COMMANDERS ASSESSMENT
SOURCES OF INPUT
OTHER IMPORTANT SOURCES LOCAL EXTERNAL
EVALUATIONS AFTER-ACTION REVIEWS ANNUAL TRAINING
REPORTS COMMON TASK TEST RESULTS APFT
SCORES WEAPON QUALIFICATION RECORDS
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PREPARING FOR TRAINING MEETINGS
TRAINING MEETING WORKSHEETS
PURPOSE FORMAT
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PREPARING FOR TRAINING MEETINGS
TRAINING MEETING WORKSHEET
PURPOSE
IS TO HELP THE COMMANDER MAINTAIN FOCUS DURING
THE TRAINING MEETING. THE COMMANDER
PARTIALLY FILLS OUT THE WORK SHEET PRIOR TO HE
TRAINING MEETING WITH NOTES AND GENERAL PLANS
FOR FUTURE TRAINING. DURING THE MEETING THE
WORKSHEET IS USED TO RECORD TRAINING NOTES AND
ASSESSMENT RESULTS.
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PREPARING FOR TRAINING MEETINGS
TRAINING MEETING WORKSHEET
FORMAT
THE RECOMMENDED FORMAT FOR THE TRAINING MEETING
WORKSHEET IS A SIMPLE TWO-COLUMN FORM. EACH
COLUMN IS THEN BROKEN DOWN INTO WEEK-LONG
BLOCKS. THE WORKSHEET IS AN INFORMAL TRAINING
MANAGEMENT TOOL.
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PREPARING FOR TRAINING MEETINGS
TRAINING AIDS
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.
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PREPARING FOR TRAINING MEETINGS
TRAINING AIDS
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
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PREPARING FOR TRAINING MEETINGS
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
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
OPORDs, MOIs
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PREPARING FOR TRAINING MEETINGS
WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
EXECUTIVE OFFICER MAINTENANCE
SCHEDULE INSPECTION SCHEDULE CURRENT DA FORM
2406 SUPPLY INVENTORY SCHEDULE TRAINING
SCHEDULES STATUS OF RESOURCES REQUESTED FOR
TRAINING.
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PREPARING FOR TRAINING MEETINGS
WHAT TO BRING TO THE TRAINING MEETING
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)
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PREPARING FOR TRAINING MEETINGS
WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
PLATOON LEADER/ PLATOON SERGEANT LEADER
BOOK PLATOON ASSESSMENT WORKSHEETS TRAINING
SCHEDULES PREEXECUTION CHECKLISTS PLATOON BATTLE
ROSTERS FUTURE TRAINING WORKSHEETS
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PREPARING FOR TRAINING MEETINGS
WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
MAINTENANCE TEAM CHIEF LEADER BOOK BATTLE
ROSTER TRAINING SCHEDULES MAINTENANCE
SCHEDULE INSPECTION SCHEDULE CURRENT DA FORM 2406
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PREPARING FOR TRAINING MEETINGS
WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
SUPPLY SERGEANT LEADER BOOK TRAINING
SCHEDULES SUPPLY INVENTORY SCHEDULES INSPECTION
SCHEDULE
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PREPARING FOR TRAINING MEETINGS
WHAT TO BRING TO THE TRAINING MEETING
INDIVIDUAL REQUIREMENTS
TRAINING NCO TRAINING SCHEDULES BATTLE
ROSTER SCHOOLS INFORMATION
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PREPARING FOR TRAINING MEETINGS
HOMEWORK
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.
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CONDUCTING TRAINING MEETINGS
AGENDA COMPLETED TRAINING NEAR-TERM
TRAINING SHORT-RANGE TRAINING
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CONDUCTING TRAINING MEETINGS
AGENDA
COMPONENTS TIME REQUIREMENTS
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CONDUCTING TRAINING MEETINGS
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.
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CONDUCTING TRAINING MEETINGS
AGENDA
RECOMMENDED TIME LINE COMPLETED TRAINING 15
MIN NEAR-TERM TRAINING 30 MIN SHORT-RANGE
TRAINING 15 MIN
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CONDUCTING TRAINING MEETINGS
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.
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CONDUCTING TRAINING MEETINGS
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.
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CONDUCTING TRAINING MEETINGS
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.
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CONDUCTING TRAINING MEETINGS
COMPLETED TRAINING
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.
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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
COMMAND GUIDANCE PRE-EXECUTION CHECK REVIEW

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
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.

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CONDUCTING TRAINING MEETINGS
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.
NEAR-TERM TRAINING

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
CALENDAR REVIEW PLATOON LEADER/ PLATOON
SERGEANT INPUT TRAINING SCHEDULE
DEVELOPMENT RULE NUMBER ONE RULE NUMBER TWO

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
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.

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
PLATOON LEADER/ PLATOON SERGEANT INPUT
BASED ON THEIR TRAINING ASSESSMENTS, PLT LDRS
AND PLT SGTs DEVELOP PLANS TO IMPROVE TRAINING
PROFICIENCY. THESE PLANS ARE PREPARED AND
BRIEFED TO THE COMMANDER DURING THE
TRAINING MEETING.

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
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.

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
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.

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
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.

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
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.

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CONDUCTING TRAINING MEETINGS
NEAR-TERM TRAINING
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.

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SUMMARY
COMPANY- LEVEL TRAINING MANAGEMENT TRAINING
MEETING PLANNING PROCESS PREPARING FOR TRAINING
MEETINGS CONDUCTING TRAINING MEETINGS
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