Business Management /Army Board - Training Units And Developing Leaders Part 2
Army Board - Training Units And Developing Leaders Part 2
This deck covers key concepts related to training units and developing leaders in the Army, focusing on responsibilities, processes, and principles essential for effective leadership and unit readiness.
What do soldiers and army civilians cycle between throughout their careers?
The institutional and operation training domains.
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Key Terms
Term
Definition
What do soldiers and army civilians cycle between throughout their careers?
The institutional and operation training domains.
What compliments training, educational, and experiences gained in both schools and unit assignments?
Structured, guided, and individualized self-development programs.
What is critical in maintaining awareness of individual skills?
Documentation of individual training in all venues.
What is a continuous and progressive process, spanning a leaders entire career?
Leader development
What is the army committed to?
To training, educating, and developing its leaders.
What develops leaders and prepares them for assignments of increased responsibility?
Training, education and experience in the schools and units.
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| Term | Definition |
|---|---|
What do soldiers and army civilians cycle between throughout their careers? | The institutional and operation training domains. |
What compliments training, educational, and experiences gained in both schools and unit assignments? | Structured, guided, and individualized self-development programs. |
What is critical in maintaining awareness of individual skills? | Documentation of individual training in all venues. |
What is a continuous and progressive process, spanning a leaders entire career? | Leader development |
What is the army committed to? | To training, educating, and developing its leaders. |
What develops leaders and prepares them for assignments of increased responsibility? | Training, education and experience in the schools and units. |
What is essential to unit readiness and successful deployments? | Competent and confident leaders. |
Who is responsible for ensuring their units are capable of performing their missions? | Commanders |
Can commanders delegate their responsibility of ensuring their units are capable of performing their mission? | No |
What makes a quantitative and qualitative difference in unit training and leader development? | Commander involvement |
How do commanders apply the operational process to training? | They use steps: plan, prepare, execute, and assess. |
How do commanders drive the process of training? | By understanding, visualizing, describing, directing, leading, and assessing unit training and leader development. |
How do commanders describe their end state? | Through guidance and orders. |
What does TADSS stand for? | Training aids, devices, simulators, and simulations. |
What does ITE stand for? | Integrated training environment |
Can the army afford to conduct all training in a live environment? | No |
What must commanders do to save cost but still give soldiers tough, realistic training? | They must use the ITE and TADSS to save cost and also ensure that the training is as realistic and tough as possible. |
How do commanders build trust and initiative in subordinates? | By giving them latitude in determining how to train their units to achieve the desired end state. |
What collective tasks should a unit train on? | Only those collective tasks that are essential to the unit's mission. |
How should units employ effective collective training? | Based on the army principles of unit training. |
What must collective training be? | Training must be relevant, rigorous, realistic, challenging and properly resourced. |
Collective training provides the full range of experiences needed to produce what? | Agile, adaptive leaders and soldiers and versatile units. |
What are the 11 principles of unit training? | 1) commanders/leaders are responsible for training 2) NCOs train individuals, crews, small teams 3) train to standard 4) train as you will fight 5) train while operating 6) train fundamentals first 7) train to develop adaptability 8) understand the operational environment 9) train to sustain 10) train to maintain 11) conduct multi-echelon and concurrent training |
Who is responsible for the training proficiency of their respective organizations and subordinates? | Subordinate leaders, NCOs |
Who are the primary trainers of enlisted soldiers, crews, small teams? | NCOs |