ADP 7-0_TUandDL Flashcards
THE ROLE OF TRAINING AND LEADER DEVELOPMENT
Unit training and leader development are the Army’s life-blood. Army leaders train units to be versatile.
Who are responsible for trainning units and developing leaders?
Commanders are responsible for training units and developing leaders.
where does trainning begin?
Training begins in the generating force.
In schools and training centers, Soldiers are introduced to Warrior Tasks and focus on developing individual skills and knowledge—the fundamentals that will help them integrate into a team to train on unit collective tasks.
The operational training domain
The operational training domain is the training activities undertaken by organizations while at home station, and training centers.
The self-development training domain
The self-development training domain is planned, goal-oriented learning that reinforces an individual’s knowledge.
THE ROLE OF THE COMMANDER
Commanders are responsible for ensuring their units are capable of performing their missions. Commanders cannot delegate this responsibility.
Table 1-1. The Army principles of unit training
1-Commanders and other leaders are responsible for training. 8-Understand the operational environment. 2-Noncommissioned officers train individuals, crews, and small teams. 11-Conduct multiechelon and concurrent training. 3-Train to standard. 4-Train as you will fight. 5-Train while operating. 6-Train fundamentals first. 7-Train to develop adaptability. 9-Train to sustain. 10-Train to maintain.
“CUNCT7”
Noncommissioned Officers Train Individuals, Crews, and Small Teams
- Noncommissioned officers (NCOs) are the primary trainers of enlisted Soldiers, crews, and small teams.
NCOs help officers train units. NCOs develop and conduct training for their subordinates that supports the unit training plan, coach other NCOs, advise senior leaders, and help develop junior officers.
Train to Standard
- Units always train to the standard established for each individual and collective task. Leaders know and enforce standards to ensure their organization meets mission requirements. When no standard exists, the commander establishes one and the next higher commander approves it.
Train as You Will Fight
- “Train as you will fight” means training under an expected operational environment for the mission. This means establishing in training what the unit can expect during operations to include the culture of an operational environment. Commanders and other leaders replicate cultural settings as much as possible during training, using role players or actual mission partners.
Train While Operating
- Training continues when units are deployed or when conducting daily operations. As units operate, they learn from formal and informal after action reviews. They train to improve performance and address changes in tactics, techniques, and procedures that affect the operation.
Train Fundamentals First
- Units at every echelon must master the fundamentals needed to accomplish their mission. Fundamentals include basic soldiering, the Warrior Tasks, battle drills, marksmanship, fitness, and military occupational specialty proficiencies that support the capabilities of the unit. Units proficient in fundamentals are more capable of accomplishing higher level, more complex collective tasks that support the unit’s mission-essential task list—the fundamental, doctrinal tasks that units should be prepared to execute during any assigned mission.
Leaders Train to Develop Adaptability
- Effective leaders understand that change is inevitable in any operational environment. The time to react to change can be short. Adaptability comes from training under complex, changing conditions, with minimal information available to make decisions.
Understand The Operational Environment
- An operational environment establishes the conditions for training. The conditions are drawn from the operational variables—known as PMESII-PT—that must be replicated to prepare the unit for operations. The unit training management operation order establishes the conditions that units must meet for training.
Train to Sustain
- Training prepares units and individuals to be resilient. Training must prepare units and Soldiers for the stress of operations. Unit training plans must incorporate programs that improve individual and collective mental and physical fitness.
Train to Maintain
- Units must conduct maintenance to ensure equipment is serviceable and available for the conduct of training and for mission accomplishment. Maintenance training is an integral part of the unit training plan.
Conduct Multiechelon and Concurrent Training
- Multiechelon training is a training technique that allows for the simultaneous training of more than one echelon on different or complementary tasks. It optimizes training time for subordinates during higher unit training events. Training multiple tasks concurrently preserves valuable time while capitalizing on the opportunity to train related tasks at the same time.
PRINCIPLES OF LEADER DEVELOPMENT
- Leaders follow the principles of leader development to develop other leaders (see table 1-2 on page 8). Schools provide leaders with enough fundamental information to help them contribute to unit collective capabilities on the day they arrive in the unit. However, most leader development occurs during operational assignments. In operational assignments, leaders learn to adapt to new situations and develop on the job through training and education. More significantly, they develop through challenging, unfamiliar experiences that require them to adapt theory to reality. They learn through regular and as-needed feedback. They learn from their mistakes. They learn to take risks and experiment with non-textbook solutions to problems. They learn what they do not know and fill the gaps through self-development. Operational assignments are the crucible of leader development.
Table 1-2. The Army’s principles of leader development
1-Lead by example. 2-Develop subordinate leaders. 3-Create a learning environment for subordinate leaders. 4-Train leaders in the art and science of mission command. 5-Train to develop adaptive leaders. 6-Train leaders to think critically and creatively. 7-Train your leaders to know their subordinates and their families.
Lead by Example
- Good leaders understand they are role models for others and reflect the desired leader characteristics found in ADP 6-22.
Develop Subordinate Leaders
- Leaders have the responsibility for developing subordinate leaders. It is one of their most important functions. They train subordinates to be successful tactically and technically and to be prepared to assume positions of greater responsibility.
Create a Learning Environment for Subordinate Leaders
- Leaders establish in their units an environment that allows subordinates to try different solutions to problems. Subordinates must know that they can attempt innovative solutions to problems. Leaders establish an environment for subordinates that allows subordinate leaders to make honest—as opposed to repeated or careless— mistakes without prejudice.
Train in the Art and Science of Mission Command
- Effective leaders conduct operations while exercising mission command (addressed in ADP 3-0 and ADP 6-0). Employing mission command in training encourages risk-taking, initiative, and creativity in subordinates, while staying within the commander’s intent.
Train to Develop Adaptive Leaders
- Training must enable leaders to respond to unexpected conditions in a positive and constructive way. They cannot train on every task for every condition. Instead, they must excel at a few tasks and then adapt to new tasks.
