Painless Training Schedules

"Oh, no! I jiist got back from REFORGER, I have a coriiritartd arid staff nreeting in tltiq riiirtutes, arid tlie trairtirrg schedule is diie tomorrow rironting! I jiist don't have ertotigli time!"

Time is the commander's most valuable resource. Between the meetings, the inspections, and the myriad of other "ankle biters," the training schedule becomes just another haby alligator in a very large swamp. The shortage of time frequently means that the commander cannot effectively manage his own training program. lnstead of performing training management, the commander must oftcn hurriedly draft a stopgap copy of the training schcdule in order to meet the S3's submission deadline. This rough draft usually ends up as the final copy with platoons discovering their scheduled training only when the final printed copy reaches them through distribution.

The company commander is responsible for the quality of his company'straining. Quality training begins with quality planning. For the commander to effectively manage his training resources, he must develop a quality training plan and reflect the plan on the training schedule. After sctting the training goals, the commander should allow the platoons to develop their portion of the training schedule (as outlined in the Battalion Training Management System, (BTMS). The commander should then evaluate the platoon training plan to ensure that it clearly reflccts the training priorities that he has set. The trap that awaits the unwary commandcr springs when he writes everything in the schedule without performing BTMS because of the imminent deadline. When this occurs, the commander is performing the platoon leader's job, and no one is performing the commander's quality control function.

The commandcr can place himself back in the driver's seat without pain. All that he requires is a blank wall, masking tape, 3x5 index cards, and a little time for a short training meeting.

Step One Use the blank wall and the masking tape to create a large scale weekly training schedule. Across the top of the schedule place the days of the week. Each day should have sufficient space to place five index cards side by side. Down the side of the training schedule place the hours of the normal working day. This can be either each hour from the beginning of the day to the end of the normal duty day or it can be any discrete blocks of training time that the command normally uses. A recommended height between hour lines is three index cards. The wall should look something like Figure 1.

Step Two Direct each platoon leader, the XO, and the training NCO to create training request cards. The training request cards should be an index card with the locally-required training information. Normally, the card should contain the name or task number of the task, the location of training, the instructor's name, the estimated time required for the training, and any remarks. The date and time of training should not be included because the date and time are not ye1 determined. Each platoon should be easily identified on its training card. The card could be marked with subunit designation, but may also be identified by using either colored index cards or speciFying a particular color ink for each platoon. (Many TACSOPs as- (Add sufficient additional lines for the rest of the day.) Figure 1 v 38 ARMOR - MayJune 1988 sociate platoons with a particular color). The commander should retain a color for himself to represent training requirements and command-directed activities. An example index card is shown in Figure 2, at right.

Step Three The training NCO should now place index cards for all routine training. This task simply requircs familiarity with the way the company conducts daily business. The training NCO should complete the appropriate index cards to fill in the company’s recurring training evcnts. This training includes physical training, meetings, motor stables, NCODP, ODP, personal hygiene time, motor pool cleanup, formation times, etc.

Step Four Designate an individual to place required training on the schedule. The XO, master gunner, or training NCO should read the battalion’s quarterly training plan, plus any other sources of training guidance, such as weekly training updates, and place those events on the schedule. Consult the first sergeant ahout any training distractors, details, or commitments which need to be considered.

Step Five The commander should have a training guidance meeting, which lasts less than 30 minutes, with those individuals who need to plan and coordinate training. The commander should cover the items already posted on the schedule and prioritize the training that his subordinates need to plan, and any specific resources that are available. The commander should then allow the subordinates two or three days to conduct their platoon-level train-I LOCATION: Motor Pool INSTRUCTOR: SGT Brooks TIME: 3 hrs REMARKS: XO and Ammo NCO will check ammunition against TC hand receipts. Ref: STP 17-1YK1-SM ing meetings. Prior to the training schedule meeting the platoon leaders should complete all their training request cards. The platoon leaders should have a few more training request cards than they expect to use in the week they are planning.

Step Six The commander should call a training meeting.

The training schedule can be complcted by simply having the platoon leaders, master gunner, and trainers fill in the holes. Because all the training is on index cards, the training can be rearranged many times with little effort. Any training cards not used can be saved for the next week‘straining.

The commander is now in the decision-making business. The subordinate leaders have done the research, and the commander can act as quality control. The commander should scrutinize each card for accuracy, conipleteness, and compliance with guidance. When the commander is comfortable with the wall-sized training schedule, his part in the drafting of the schcdulc is complete. The training NCO can request the resources and copy the schedule from the wall to a draft training schedule sheet.

Step Seven The commander signs the training schedule.

The draft training schedule can be completed in the commander’s abscnce. The commander has completed his draft training schedule without ever putting pen to paper, without spending more than an hour or two actually planning, and has a much better product in the bargain. The commander can complete I! better training schedule in less time with less effort. This will allow the commander to spend more time where every commander wants to be, with his troops.

Captain Robert L.

Jones was commissioned In Armor from USMA in 1983. He has served as an M60A1 and M1 platoon leader, a battalion assistant S3 (LNO), and an M1 (COHORT) company XO with 2-66 Armor, 2d AD (FWD).

He is currently assistant S3 (AIR) with 2d Bde, 3d ID. I ARMOR - MayJune 1988 39 -1