Training Meetings
Training Circular (TC) 25-20
Field Manual (FM) 7-0/7-1
(Appendix B)
The American soldier best performs his mission if he is
well informed and knows the purpose of that mission.
SMA Silas L. Copeland
4/8/2015
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Company Training Meetings
• Training is the Army’s number one (#1) priority.
• Company training meetings are key to near-term planning and
are non-negotiable.
• Accordingly they appear on the weekly training calendar.
• Training meetings create the bottom-up flow of information
regarding specific training proficiency needs of the unit and
individual soldiers.
• Training meetings are conducted by leaders to review past
training, identify & plan necessary retraining, plan & prepare
future training, & exchange timely training information between
leaders.
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Training Meeting Objectives
 Company training meetings review completed training, de-conflict
training issues, plan & prepare future training, & exchange timely
training information between participants.
 Training meetings are NOT a forum for discussing administrative
operations & activities. Training is the sole topic.
The training meeting focuses on three (3) key tasks—
1. Assessing completed training to determine the effectiveness
of individual, leader, & collective training conducted since the
last training meeting.
2. Coordinating near-term training to confirm specific
instructions and details to conduct the training.
3. Planning for short-range training to develop future training
plans that refine the short-range training plan.
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PLANNING
 LONG RANGE:
 Goes out as far as 10 years at the MACOM level.
 Out to 1 year at the company level for the AC
 The end of the Semester (6 months) for JROTC.
 SHORT RANGE:
 Goes out from 3-6 months for the AC.
 Out 3 months (9 weeks) for JROTC.
 NEAR TERM:
 6 - 8 weeks prior to execution of training for the AC.
 Out 1 month (4 weeks) for JROTC.
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PLANNING ECHELONS
Training Guidance & Planning starts
at the top & then filters it’s way down
to the lowest echelon or level.
Higher HQ resources lower HQ
Company
DIVISION
Brigade
Brigade
Battalion
Battalion
Battalion
Company
Company
Brigade
Companies & Platoons execute COLLECTIVE training;
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BATTALION Training Meeting
BATTALION-LEVEL (2-9 weeks out):
 Review Quarterly or Yearly/Annual Training Guidance from higher HQ.
 Review recently (past week) conducted training (typically briefed by
Company Commanders to Battalion Commander & Staff):
• Assess training conducted since the last meeting.
• Review reasons for training planned, but not conducted.
• Update the current status of training proficiency.
 Brief NEAR-TERM (1 month/4 weeks) training to—
 Discuss any new guidance received from higher commanders.
 Publish training scheduled for the next 4 to 6 weeks (1 month).
 Review & complete pre-execution checks (document training distractors
from higher headquarters).
 Issue commander’s guidance for training scheduled 1 month/4 weeks out.
 Review the SHORT-RANGE (3 months/9 weeks) plan.
 Review projected resources (logistical requirements & training aids).
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Company-Level Participants
Leader participation is essential for a successful training meeting.
Attendance is MANDATORY!
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Company commander.
Executive officer.
First sergeant.
Platoon leaders.
Platoon sergeants.
Supply sergeant.
Maintenance sergeant.
Administrative sergeant.
NBC NCO.
Others as required.
• Food service NCO.
• Direct support, unit representatives (FSO, ALO, EN, ADA, MI & BSB).
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Responsibilities
 The Company Commander is responsible for the
efficient conduct of the training meeting.
 The XO coordinates training for all the soldiers in
sections or attachments without platoon leaders or
platoon sergeants.
 The 1SG assists the commander with individual
soldier training assessments, provides guidance &
advice on training plans, & reviews pre-execution
checks discussed during the training meeting.
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Responsibilities (cont)
 Platoon leaders brief the collective task proficiency
of their platoon, provide the commander and other
members of the company with feedback on details
of near-term training, and recommend collective
training tasks for short–range training.
 Platoon sergeants brief individual soldier tasks,
brief specific essential pre-execution checks for
near-term training, and recommend individual
soldier tasks for short-range training.
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Responsibilities (cont)
 Key NCOs, such as master gunners, attend training meetings &
advise the commander on specialized training. For example, the
master gunner works with the 1SG to track individual & crew-served
weapon qualification, & helps leaders with gunnery training
assessments.
 Maintenance sergeant coordinates the maintenance efforts of the
company and work with the commander and XO to ensure that timely
support is provided. The maintenance team chief provides input on the
status of maintenance training in the company, recommends
maintenance-related training, and informs the commander of scheduled
services and inspections.
 Supply sergeants advise the commander on supply-related issues,
inspections, and inventories. Supply sergeants also work with the XO
and 1SG to coordinate necessary support from outside sources.
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TRAINING MEETING TIME & PLACE
 The company meeting follows the battalion
training meeting by no more than 2 days.
 NOTE: 6th & 7th Periods follow 4th/5th Period.
 Company training meetings generally are
conducted on the same day and time each week
(cyclical/repetitive). WEDNESDAY for us.
 Should enable attendees to make meeting.
 Should minimizing training disruptions.
 Should allow subordinate leaders time to brief their soldier.
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TRAINING MEETING AGENDA
 ROLL CALL
 ASSESSMENT (AAR) OF COMPLETED TRAINING (include training
planned, but NOT conducted):
 Strengths
 Weaknesses
 How to Improve
 PREPARATION FOR NEAR-TERM (1 month)TRAINING:
 Future Training Already Planned and Resources Verified
 Risk Management
 PLANNING FOR SHORT-RANGE (3 months) TRAINING:
 Plan for Future Unscheduled Training
 Supports for Training Assessment
 Equipment and Resources Identified
 Effective Use of Training Time
 Risk Management
 MISCELLANEOUS
 FEEDBACK
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Time Requirements (Recommended)
 Meeting should NOT exceed 1 hour:
 Completed training
15 min.
 Near term training
30 min.
 Short range training
15 min.
Occasional situations may require meetings to last more than 1 hour, but these
are the exception. The key is for the commander to achieve the meeting
objectives as quickly and efficiently as possible.
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TRAINING MEETING “OUTPUT”
TRAINING SCHEDULE DEVELOPMENT:
 Commanders receive input from all platoons & other
elements of the company before formulating the draft training
schedule.
 Because of support limitations or other conflicts, the
commander may have to disapprove a training event that a
platoon requested, or move it to another week or month.
 Once all conflicts are resolved, the commander develops a
rough draft of the next training schedule.
Training schedules are then developed at company level and
approved (& consolidated/deconflicted) by battalion.
See next slide!
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TRAINING SCHEDULES
 The Company Commander signs the training schedule, which identifies
the specific unit training needs that have been planned.
 The Battalion Commander then signs the training schedule, thereby
giving it final approval.
 The Battalion Commander’s signature finalizes the training “contract,”
and verifies that necessary resources will be provided.
 Once the Battalion Commander approves and the signs the training
schedule, it is locked in and constitutes an official order.
 Only the approving authority can authorize changes to the training
schedule.
 For example, the Battalion Commander is authorized to approve changes to an approved &
signed company, battery, or troop training schedule. Higher headquarters must protect
subordinate units from un-programmed events, activities, & other distracters.
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GRC JROTC Cadet Training Meetings
Cadet Battalion COMMANDER:
 Conducts Battalion Training Meetings in conjunction with
Battalion Command & Staff (C&S) Meetings.
 Overall responsible for Cadet Battalion training planning
& execution through coordination with the AI/SAI (“Brigade
Commander”).
 Has input to the SAI/AI on any Cadet initiated/planned
events.
 Ensures all recommended changes to Cadet Battalion
training are coordinated with the SAI/AI.
 Oversee the Cadet Company/Platoon training.
 Ensure all events & training are supported by an MOI or
OPORD.
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GRC JROTC Cadet Training Meetings
Cadet Battalion XO:
 Oversee the Cadet Battalion STAFF.
 Ensures staff is properly trained and performing their respective
function(s) & meets all Cadre suspense's.
 Main focus is the management and “resourcing” of
training (oversee the Company XO’s).
 Act in the absence of the Cadet Battalion Commander.
Cadet Battalion CSM:
 Oversee the Cadet Company & Bn Staff NCO’s.
 Ensures 1SG’s are properly trained & performing their respective
function(s).
 Main focus is INDIVIDUAL cadet skills, to include physical
fitness, personal appearance, and basic cadet knowledge.
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GRC JROTC Cadet Training Meetings
Cadet Battalion S3:
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Training & Operations Officer for the Cadet Battalion.
Publish all Cadet Training Schedules/Calendars.
Publish all MOIs/OPORDs/FRAGOs/WARNOs.
Prepare all MOI/OPORD Briefings for RCO.
Plan, Coordinate, & Execute the Cadet Battalion Training
Meetings.
 Coordinate ALL Cadet Training requirements with the
SAI/AI.
 Coordinate with the Cadet Company Commanders on all
Cadet training to ensure de-confliction of resources.
 Ensure all Cadre training suspense's are met.
 Observe and monitor all Cadet training.
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GRC JROTC Cadet Training Meetings
Cadet Battalion STAFF (S1/2/4/5/6):
 Know, understand, & perform their respective staff
duties and functions.
 Coordinate with the rest of the Cadet staff, especially
with the Cadet Battalion XO.
 Coordinate all staff activities with the SAI/AI.
 Coordinate, as necessary, with the Cadet Company
Commander(s) & 1SG’s.
 Maintain respective Staff Continuity Book of all on-going
and completed staff actions (every week).
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GRC JROTC Cadet Training Meetings
Cadet COMPANY COMMANDER(s):
 Coordinate, Conduct, Execute, & Assess Cadet Training.
 Ensure entire Company is informed on all training events:
 Ensure Platoon Leaders & Platoon Sergeants are prepared for
training.
 Ensure all training is observed and assessed.
 Ensure all cadet training is RESOURCED!
COMPANY XO/1SG(s):
 Resource Cadet training.
 Supervise Cadet training.
 Document Cadet training (attendance & evaluation).
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COMPLETED TRAINING
 Conduct an After Action Review (AAR):
 Obtain feedback from cadets being trained.
 Document all AAR comments.
 Document the training conducted:
 Who received the training?
 Who successfully completed the training?
 Be prepared to brief & discuss at Training
Meeting.
 A written AAR will be prepared for all major events.
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COMPANY / PLATOON / STAFF
HUDDLES
WHAT ARE THEY?
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Cadet Leadership Huddles
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Cover last minutes changes to training.
Final execution checklist review.
Special or new command guidance.
Resource status changes.
Should last no more than 5-10 minutes
Highly recommended !
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“Golden Rules”
of Training Management
 RULE #1 - don’t put anything on the training schedule
that YOU do not intend to execute.
 RULE #2 – don’t fill up every minute of the training
schedule:
 Platoons need reaction time.
 Plan time for immediate re-training.
 Ensure that there is preparation-time for training
 Plan for and conduct Make-up training for soldiers who
missed it.
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