DEPARTMENT OF THE ARMY. Washington D.C., 30 September FM BATTLE. FOCUSED. TRAINING. Editor’s Note: This manual. Appendix G to FM , Battle Focused Training, 30 September .. to compare their own performance with established Army standards. FM (FM ) BATTLE FOCUSED TRAINING SEPTEMBER DISTRIBUTION Army Training and Leader Development Model e
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Battle Focused Training — FM 7-1 (FM 25-101)
Self-development starts with an assessment of individual strengths, weaknesses, potential, and developmental needs. Battle tasks are selected down to the company level. The systems approach to training is the foundation of the Army training system. Commanders provide the training focus, direction, and resources, while subordinate leaders provide feedback on unit training proficiency, identify specific unit training needs, and execute training to standard in accordance with the approved plan.
It is based on a comprehensive understanding of the following: Tables through illustrate the detailed evaluation input the FA battalion commander uses to assess “Coordinate Fire Support” as “P”.
The increased effectiveness of training, however, will more than make up for this loss of training time. Intergovernmental training is training based on applicable standing operating procedures SOPs. The brigade support medical company commander reviews platoon critical collective task and leader task evaluations that impact on the company’s METL tasks of “Defend Unit Area” and “Perform Combat Health Support Operations.
Training Planning Process Figure These tasks become the battalion’s METL.
FM Battle Focused Training – Table of Contents
Brigade commander and staff conduct backbriefs and rehearsals to ensure that subordinates understand commander’s intent and concept.
Army Training Management Cycle e A Band 25101 Excellence Commanders integrate realistic conditions such as imperfect intelligence; reduced communications; smoke; noise; rules of engagement ROE ; simulated nuclear, biological, and chemical NBC environments; battlefield debris; loss of key leaders; civilians on the battlefield; joint, interagency, intergovernmental, and multiagency JIIM requirements; and varying extremes in weather.
Self-development plays an important part in this. When using video and voice recordings, ensure all participants can see and hear. All training focuses on the METL, and all 225-101 involved in training lead to unit readiness.
This mission-to-task-to-training linkage assists forces in training the way they intend to fight. The company commander must acknowledge the critical importance of achieving and sustaining proficiency vm company METL tasks necessary to the battalion accomplishing its wartime operational mission.
Battle Focused Training — FM (FM )
Table summarizes the battalion FSO’s training assessment. Through planning, leaders provide the foundation for a successful AAR and create a positive climate for training and evaluating subordinate soldiers, leaders, and units. They reduce compliance training requirements in their command training guidance CTG. What differs is the complexity of assessment, the scope, scale, and form of the command guidance, and associated future planning horizons between command echelons in AC and RC organizations and units.
The systems approach to training is the engine that drives many elements of the Army training system.
Because good training results from leader involvement, one of the commander’s principal roles in training is to teach subordinate trainers how to train and how to fight. RC commanders train their units to standard on established premobilization tasks.
They establish policies that allow exceptions to compliance training requirements to enable subordinates to focus on METL proficiency. The squad leader reviews the team leader’s and individual soldier’s training records and identifies the following shortcomings: Selection of Medical Individual Soldier Tasks e IMT instills an appreciation for the Army, inspires the Army warrior ethos, and establishes Army values of loyalty, duty, respect, selfless service, honor, integrity, and personal courage.
The diagram in figure depicts the relationships and the proper sequence to derive optimum training benefit from each training opportunity. Training to sustain proficiency in the Band of Excellence includes training leaders, staffs, and units. They allocate resources, ensure stability and predictability, protect training from interference, and discipline the training planning process. Green-Red Time Management System e Integration involves the arrangement of battlefield actions in time, space, and purpose for maximum effects of combat power at a decisive place and time.
Geographic dispersion of units also impacts RC training. Enduring combat capabilities are the unique contribution each unit makes to ensure that the Army successfully accomplishes any mission, anytime, anywhere. Selected observers must be– Able to perform the tasks to be trained. It is deliberately general because a more specific conditions statement may not apply to all units. Battle focus is applied to all missions across the full spectrum of operations.
Likewise, training is more effective when it is performance-oriented and standards-based. Training soldiers and developing leaders is the commander’s number one priority.
Peacetime training relationships must mirror wartime task organization to the greatest extent possible. Commanders must also consider potential risks, such as the experience of their soldiers and leaders, their training proficiency, adverse terrain, the weather, and the time available to accomplish the mission.
The platoon assaults the objective and destroys, captures, or forces the enemy to withdraw.
The final step in the planning of training aids is to request them from the TASC or their appropriate sources. The intelligence system plans, directs, collects, processes, produces, and disseminates intelligence on the threat and the environment; performs intelligence preparation of the battlefield IPB ; and accomplishes other intelligence tasks.
This chapter describes the training planning process of the Army Training Management Cycle and illustrates how leaders plan training. If external observers are used, they should be of at least equal rank to the leader of the unit being evaluated. Leaders must train soldiers to meet Army maintenance standards.
Training Planning Process e The commanders, CSMs, and lSGs instill in soldiers and leaders the importance of keeping equipment in the fight.