A DisciplineD ApproAch to

trAining MAnAgeMent

LTC RICHARD P. TAYLOR

An increasingly interconnected world has forced our military forces to prepare for the unknown. Evolving
and adaptive threats jeopardize the security of America, its allies, and its partners — forcing the Army to expect
more of its forces, often with less resources and less time for preparation. As GEN (Retired) Raymond Odierno once
stated, “I can’t tell you if we’re going to be fighting on the Korean peninsula... can’t tell you if we’re going to be in
Iraq or Syria fighting a war... can’t tell you if we’re going to be in Eastern Europe deterring Russia... I don’t know.”1
One means to help mitigate such unpredictability is training management. Reinvesting in doctrinally sound training
management practices will help to ensure readiness despite rapidly changing demands and financial shortfalls.
U.S. Army Chief of Staff GEN Mark Milley identified readiness as a key priority. He stated, “All three Army
components must be ready to respond to ‘the entire range of military operations’ in an uncertain, volatile world…
our number one task is readiness.”2 Given this context, the Army, as the nation’s strategic land-power component
and backbone of the joint force, must be disciplined and prepared. The cornerstone of this will be enabling field
grade officers to train their formations to the highest standard in accordance with brigade combat team and
division mission essential task lists (METL).
Unfortunately, it’s not clear that junior field grade officers possess the requisite competencies and experience to
train their units at lower costs with reduced resources and under curtailed planning horizons. In a recent Military
Review article, MAJs Paul Lushenko and David Hammerschmidt stated that it’s unclear “whether company and
field grade officers, having served in regular deployments since 2001, can effectively plan, prepare, execute, and
assess realistic training...”3
This article suggests that junior field grade officers and captains need to reinvest in doctrinally sound training
management practices in order to better sequence and synchronize resources and units in time, space, and
purpose. This can be done using three distinct methods — perfect discipline, long-range training, and short-range
training. “Perfect” discipline is the means by which emerging field grade officers can enhance unit readiness
with limited resources and time. A long-range training calendar helps to align intent visually and spatially. It is
a doctrinally grounded framework that is refined through best practices garnered from all service components.
Division and brigade-level leaders can demonstrate greater oversight and focus when determining what tasks
subordinate units should train against. Finally, the incorporation of a short-range training calendar can help training
managers at the battalion level determine how to conduct and resource training across a spectrum of operations.
Perfect Discipline
Perfect discipline is understanding and maintaining the highest ethical and moral standard at all times — no matter
the circumstances, no matter the environment, no matter who is (or who isn’t) observing. Perfect discipline is fair,
honest, just, and uncompromising. In this sense, perfect discipline is related to integrity and strength of character.
These values or traits are integral to the U.S. Army ethic and are — or at least should be — as much a component
of unit training management as mission-essential tasks.4
Leaders must employ discipline when developing their training path, regardless of whether it is preparing for an
upcoming combat deployment or a Combat Training Center (CTC) rotation. Discipline is particularly important
when following and understanding the company or battalion METL, developing key collective tasks (KCT), or
adequately resourcing training events.5 These three factors frame a doctrinally sound unit-training plan.
Procedurally, strict adherence to a long-range training calendar enables commanders to clearly articulate what
critical tasks subordinate units should train against. It represents a necessary but all-too-often-relegated training
management tool. It also helps set the conditions for a broader impact. According to Arthur S. Collins in his book
Common Sense Training, “the senior commander sets the tone on training in an Army organization. The training
 Intent: Provide additional
CURRENT PLAN FOR 15-01 predictability to the
company (CO)/battalion
14-03 14-04 15-01 (BN) in regards to training
management specific to
Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week
cycle training briefs (CTBs)
32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 at the BN/BCT levels,
ammunition forecasts, and
05-11 12-18 19-25 26 MAY 02-08 09-15 16-22 23-29 30 JUN - 07-13 14-20 21-27 28 JUL - 04-10 11-17 18-24 25-31 01-07 08-14
land requests.
MAY MAY MAY - 1 JUN JUN JUN JUN JUN 06 JUL JUL JUL JUL 03 AUG AUG AUG AUG AUG SEP SEP Concept of Operation:
-Land: currently the
3rd T+8 division training resources
T WEEK integration conference
BCT BN CDRS
(TRIC) and the Hawaii
ISSUE T+5
Round Robin (HI RR)
BN CTB GUIDANCE TRAINING
BN CTB are 11 weeks from the
CTBs WINDOW APPROVED BCT CTB 15-02 next cycle beginning. The
WINDOW
BY BN CDR subsequent step would
be to have the battalions
BCT TRIC brief their CTBs to the
Land HI RR
ALLOWS ONLY 1 WEEK BETWEEN BCT for approval during
DIV TRIC RR AND CDR’S GUIDANCCE the 2-3 weeks which
would only give 8-9 weeks
prior to execution. This
Ammo AMMO FORECASTS DUE is not optimal based
of companies’ briefing
concept approval at T+5.
Recommended course
RECOMMENDED COA FOR 15-01 of action (COA): Land
conferences are conducted
14-03 14-04 15-01 13-15 weeks out or NLT 90
days prior to the upcoming
Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week cycle.
32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 Ammunition: The current
ammunition forecast
05-11 12-18 19-25 26 MAY 02-08 09-15 16-22 23-29 30 JUN - 07-13 14-20 21-27 28 JUL - 04-10 11-17 18-24 25-31 01-07 08-14 timeline is too short and
MAY MAY MAY - 1 JUN JUN JUN JUN JUN 06 JUL JUL JUL JUL 03 AUG AUG AUG AUG AUG SEP SEP does not allow the BNs
and companies to properly
3rd T+8 T+5 BN TRAINING resource training events:
Recommended COA:
BCT BN CDRS TRAINING CONFERENCE
The ammunition forecast
ISSUE APPROVED should be conducted at the
BN TRAINING BN CTB GUIDANCE BY BN CDR conclusion of the HI RR
T WEEK
CTBs CONFERENCE WINDOW week; that is approximately
BCT CTB 15-02 12 weeks prior to the next
BN CTB cycle beginning.
HI RR HI RR WINDOW CTBs: BN CTBs should be
Land DIV TRIC
executed at the beginning
DIV TRIC of the cycle for the
BCT TRIC BCT TRIC upcoming cycle brief. The
RECEIVE BCT should remain at least
Ammo AMMO FORECASTS DUE 581S one cycle in front of the
AMMO FORECASTS DUE battalions.

Figure 1 —Example Brigade Resource Calendar

atmosphere the commander creates prevails over all the efforts of his subordinates.”6
Long-Range Training Management
Training management begins at the division level. Division commanders and staff must enable subordinates to
prioritize competing training requirements in order for them to sufficiently meet the intent. It is also necessary to
allocate adequate time for subordinate units to conduct critical tasks such as requesting materiel and resources
(ammunition and land) and conducting training briefs (where the subordinate unit’s training path is approved by
the brigade and division commander). Figure 1 depicts a rubric for ensuring units submit information within the
properly allocated time. This is tracked and monitored through a “T-Week” concept.
The T-Week concept is a temporal framework and planning tool that outlines necessary milestones for training
events. It helps ensure all significant actions necessary to execute training events are “considered and completed
in a timely manner.”7 Figure 1 is an example brigade resource calendar that displays key milestones throughout
a training cycle (quarter). The top of the figure displays a method that provides limited planning and preparation
time for battalions and companies.
On the bottom of Figure 1, the chart has the brigade and division land conference convening T-18 (seven weeks
prior to battalion commanders providing guidance at T-11 to company/battery/troop commanders). This also
displays ammunition forecasts due to the brigade and division T-18 (nine weeks prior to the T-9 window). These
dates and specific milestones are published in The Leader’s Guide to Unit Training Management. Company grade
and field grade officers must be cognizant of these planning factors when developing company to brigade-level
training events. The last important aspect on this chart is the command training brief window. Once ammunition
and land are requested, the training plan must be approved by the brigade or division commander. This will enable
troop leading procedures (TLPs) in accordance with the eight-step training model (Figure 2), and will provide
subordinate units and leaders predictability.8 As a result, leaders can properly and accurately develop a training
path that is nested with their higher headquarters.
Enabling Predictability – The Long-Range Training Calendar
It is imperative that divisions and brigades plan 18-24 months in advance of current training. This will enable
predictability to trickle down to the battalion and company levels — where predictability is needed most. This
will allow battalions and companies to efficiently plan 12-18 months out. Similarly, a key to the planning process
is obtaining and understanding the commander’s intent. The commander needs to be at the center of the
planning process and clearly enumerate guidance. Staff members must know the commander’s key tasks and the
desired end-state before they can effectively begin the planning process. The operations officer synchronizes this
information on the long-range calendar. This calendar is subsequently shared with subordinate, adjacent, and
higher units for additional planning considerations. A brigade long-range calendar displays higher headquarters
(one and two levels up), adjacent units, land, schools, and subordinate battalions.
When planning 18-24 months out, what should a staff plan? First, the staff must be nested with its higher
headquarters. The staff must identify division-level training events to include the organizational inspection program
(OIP), warfighter exercises, red-cycle tasks, etc. Secondly, the staff must identify critical training events such as
platoon and company live-fire exercises, Expert Infantryman Badge (EIB) training/testing, leader development
programs, team-building events, medical proficiency training, etc. When building and identifying these events,
the staff must clearly articulate and display how the subordinates will become proficient. For example, prior to
conducting a company combined arms live-fire exercise (CALFEX), each platoon will have executed a day and night
live-fire exercise (LFX); or prior to a battalion 25-mile foot movement, each week would reflect the progression of
mileage for each company.
Bringing it Together — Commander’s Conference
A method to resolve concerns is to conduct a commander’s conference where leaders develop the long-range
calendar — forecasting for the next 18-24 months. If this conference was conducted at the brigade level, all
battalion command teams, battalion field grade officers, brigade primary staff, aviation brigade representation,
sustainment brigade representation, and division staff representation would receive guidance from the brigade
commander and then begin backwards planning to develop a detailed long-range calendar.
The key for this conference is to develop the plan and allow the staff to develop the plan and then gain approval
from the brigade and battalion command teams (keeping the brigade commander updated on progress). The next
step is to gain approval from the assistant division commander for operations or maneuver (ADC-O/M). The ADC-
O/M is overall responsible for any aspect within the division related to operations, to include training. Once the
ADC-O/M approves the concept, subordinate units can begin planning. Once this training plan is approved, it is
codified. It would take the battalion commander (or the brigade commander depending the type of training event)
to cancel or adjust the training event. Once a unit is within the six-week window, there are no changes to the
battalion short-range training calendar; however, units and leaders must remain flexible in the event of changes at
the higher echelons of the Army. However, subordinate units would have a minimum of four cycles to base their
planning.
Short-Range Training Management
With limited resources, any training we conduct should be “tough, realistic, and intellectually and physically
challenging.”9 This will ensure that units are adequately prepared for the rigors of combat. When establishing
training events – whether field training exercises (FTXs), situational training exercises (STXs), or LFXs — they must
be realistic, demanding, and challenging. If training events do not meet these criteria, our Soldiers and leaders will
not develop and improve. Improvement is a constant goal — and the end state of any training should be to ensure
that all leaders and Soldiers continue to enhance their skills, confidence, and capabilities.
Furthermore, when training is being executed, it is essential for leaders at all levels to be in attendance. “Commanders
are responsible for training that occurs in their units. Commanders must be present, visible, engaged and fulfilling
their role at training.”10 Disciplined leaders ensure the training is being executed to standard: “there is no activity
at any level that does not require supervision and inspection.”11 This adds credibility to the leader with his or her
Soldiers and enhances professional development.
 8 STEP TRAINING MODEL

EVALUATE RETRAIN
THE Be prepared for
TRAINING opportunity
training:
Was there an
EXECUTE evaluation done after Review
the training references, IE;
Is the training execution? FMs ARTEPs,
REHEARSE conducted to TMs, and soldier’s
ISSUE Identify weak points
standard? Were the training manuals:
objective/standards
ORDER in the training Are soldiers for met?
RECON Has a OPORD
plan: training accounted
for:? What is the METL
THE SITE been issued for Does the training
TRAIN THE the training? flow? Is everyone in
assessment?
Location of
TRAINERS training: Has the uniform
uniform? Were the
Is there sufficient materials/training aids
Has the trainers _____________ for the training time for the sufficient for the
PLAN training outline been
Is the site
been briefed? training? training?
reviewed?
suitable for the Are the training
What is to be trained? Was an After Action
Is the trainer training? aids/material
____________________________ Review done?
What is the METL assessment? technically and present and
tactically proficient? Is it easily operational?
____________________________ Are the training
accessible for
Who is to be trained? results recorded in
Does the trainer emergency Did you review pre-
____________________________ the leaders book?
have/understand the case? execution and pre-
Identify instructor/assistant
instructor. task, conditions, and combat checks?
____________________________ standards?
Date training was planned:
_________________________ Review references, IE;
Date training will be executed: FMs ARTEPs, TMs,
_________________________ and soldier’s
manuals.
Is the training site coordinated?
Is the trainer’s
Are all resources coordinated? evaluation procedure
in compliance with the
Materials/training aids required: training objective?
_________________________

Has a Risk Assessment been

Figure 2 —Eight-Step Training Model

Critical to training initiatives is a comprehensive long-range calendar that seamlessly transitions into the short-
range calendar and training schedule. The short-range calendar and training schedule is essential for battalion and
company leaders; this provides predictability and is a contract between company commander and the battalion
commander. The Leader’s Guide to Unit Training Management effectively lays out guidelines for company grade
and field grade officers to follow:
Week T-8: Execute reconnaissance and lock in resources
Week T-7: Publish operation order (OPORD) for training event
Week T-6: Lock in training; publish training schedules
Week T-5: Complete tactical plan and supporting products
Week T-4: Conduct certifications and complete prerequisite training
Week T-3: Conduct rehearsals
Week T-2: Finalize administrative support requirements and conduct opposing force (OPFOR) rehearsal
Week T-1: Draw equipment and supplies and execute subordinate rehearsals and checks
T-Week: Execute training
Week T+1: Recover, conduct final after action reviews (AARs), and assess training12
Commanders must properly resource their training events. At the battalion and equivalent levels, along with
the weekly battalion training meeting, they will run a weekly battalion training resource meeting chaired by the
battalion executive officer (XO) and operations officer. This meeting ensures that training events are properly
resourced in all classes of supply and reviews the logistics plan; it is also an excellent opportunity to develop junior
officers. Figure 3 is an example slide from a battalion resource meeting. This meeting consists of the company XO,
battalion land NCO, battalion ammunition NCO, S3 Air, battalion calendar officer, medical platoon leader, battalion
maintenance officer (BMO), and distribution platoon leader. The key outputs of this meeting are identifying
and synchronizing when vehicles are dropping off ammunition, fuel, or personnel; when is the range going live;
what is the medical evacuation (MEDEVAC) plan; and so forth. These are all imperative when executing training
management and all require discipline and stern leadership when planning.
Providing Balance — The P-Week Battle Rhythm
Integral to short and long-range training management is balance — ensuring that subordinate echelons are not
training too much, not adequately preparing for training events, or are not recovering properly. A technique to
help provide such balance is the P-Week Battle Rhythm. The P-Week Battle Rhythm allows commanders and
 AASLT - air assault; CFFT - call-for-fire trainer; CTF - collective training facility; EIB - Expert Infantryman Badge; FLA - front-line ambulance;
FSE - fire support element; HMMWV - high mobility, multipurpose wheeled vehicle; MRE - Meal, Ready to Eat; MRF - modified record fire; SAVT -
supporting arms virtual trainer

Figure 3 —Example Slide from Battalion Resource Meeting

subordinates to execute training requirements under the crawl-walk-run methodology. This helps to identify field
or range preparation weeks, field or training density weeks, and field recovery weeks. The P-Week Battle Rhythm
follows:
P1: Training density — LFX, FTX, STX, CTC rotations, overnight training
P2: Recovery — consists of Soldier, vehicle, and equipment recovery
P3: Preparation, leader development, marksmanship training, no overnight training
P4: Block leave
The benefit of the P-Week Battle Rhythm is not only predictability for the Soldiers, but it also allows families
to know when their spouses will be training. In addition, a commander can conduct detailed analysis verifying
the extent to which units are training, recovering, and preparing for training. This analysis ties into the overall
readiness of the unit.
End State
Long-range and short-range training management are key to ensuring the success and readiness of our Army.
We must build training plans that are nested with our higher headquarters, which follow current doctrine, and
that challenge our leaders and Soldiers. As an Army, we have the necessary tools and experience to maintain
and completely master training management. To ensure this happens, leaders must properly train, mentor, and
develop captains on training management. Concomitantly, senior leaders must ensure that field grade officers are
doctrinally proficient in training management.
“Traditionally, field grade officers have been expected to maintain the quality of training. Lieutenant colonels
and colonels are the training managers and teachers at battalion, brigade, or group levels. They set the standards
and manage the resources and facilities. They supervise and guide the efforts of the company, troop, and battery
commanders. Above all, they teach lieutenants and captains how to train. Field grade officers must lead the way in
establishing the high training standards required in peacetime so that the Army is ready for any national crisis.”13
Leaders can ensure this by conducting leader professional development forums and following doctrine at all levels.
As training events are being reduced due to cost restrictions, it is ever more apparent that long-range and short-range
training management are critical to our formations. Once units are identified for a CTC rotation, an exportable combat
training center (XCTC), or multi-echelon integrated brigade training (MIBT), the staff officers and NCOs must be able to
build a comprehensive training path within the commander’s intent that fully prepares the unit for the culminating event
and ultimately mission success.
Notes
1
GEN Raymond Odierno quoted in J.D. Leipold’s “Uncertainty Means Army must be Prepared for Multiple Threats,” U.S.

Army website (23 January 2015), http://www.army.mil/article/141620/Uncertainty_means_Army_must_be_prepared_

2
GEN Mark Milley quoted in Michelle Tan’s “Milley: Readiness Helps Army Face Uncertain Future,” Army Times (13

October 2014), http://www.armytimes.com/story/military/2014/10/13/milley-readiness-helps-army-face-uncertain-

3
CPT Paul Lushenko and MAJ David Hammerschmidt, “Back to the Future: Managing Training to Win in a Complex World,”

Military Review (January-February 2015): 52.

2015) 2-2.

5
The Leader’s Guide to Unit Training Management, (Washington, D.C.: U.S. GPO, 2013) 24.

6
Arthur S. Collins, Common Sense Training (Novato, CA: Presidio Press, 1977), 38.

7
Ibid, 67.

8
The eight-step training model provides a guide for leaders at the brigade-level or lower to align resources to requirements

as well as to sequence and synchronize training. The steps consist of plan the training, train/certify leaders, conduct a

reconnaissance, issue an order, rehearse, execute, conduct an after action review, and retrain.

9
The Leader’s Guide to Unit Training Management, 131.
10
Ibid, 128.

11
Collins, 153.

12
The Leader’s Guide to Unit Training Management, 68.

13
Collins, 156.

LTC Richard P. Taylor is currently serving as the executive officer to the commanding general of the NATO Special Operations
Component Command - Afghanistan/Special Operations Joint Task Force - Afghanistan (NSOCC-A/SOJTF-A).
Editor’s Note: The author included a few additional example training calendars which we were unable to include. If you
are interested in viewing the additional calendars, email us at [email protected].