Army Training Management
Every soldier, NCO, warrant officer, and officer has one primary mission-to be trained and ready to fight and win our Nations wars. Success in battle does not happen by accident; it is a direct result of tough, realistic, and challenging training. We exist as an Army to deter war, or if deterrence fails, to reestablish peace through victory in combat. To accomplish this, our Armed Forces must be able to perform their assigned strategic, operational, and tactical missions. Now for deterrence to be effective, potential enemies must know with certainty that the Army has the credible, demonstrable capability to mobilize, deploy, fight, sustain, and win any conflict.
Training is that process that melds human and materiel resources into these required capabilities. The Army has an obligation to the American people to ensure its soldiers go into battle with the assurance of success and survival. This is an obligation that only rigorous and realistic training, conducted to standard, can fulfill.
We train the way we fight because our history shows the direct relation between realistic training and success on the battlefield. Today’s leaders must apply the lessons of history in planning training for tomorrow’s battles. We can trace the connection between training and success in battle to our Army’s earliest experiences during the American Revolution. General George Washington had long sensed the need for uniform training and organization, so he secured the appointment of Baron Von Steuben as Inspector General in charge of training. Von Steuben clearly understood the difference between the American citizen soldier and the European professional. He noted that American soldiers had to be told why they did things before they would do them well, and he applied this same philosophy in his training which helped the continental soldiers understand and endure the rigorous and demanding training he put them through. After Valley Forge, Continentals would fight on equal terms with British regulars. Von Steuben began the tradition of effective unit training that today still develops leaders and forges battle-ready units for the Army.
Field Manual 7-0, Training the Force, points out that today our Army must meet the challenge of a wider range of threats and a more complex set of operating environments while incorporating new and diverse technologies. The Army meets these challenges through its core competencies: shape the security environment, prompt response, mobilization, forcible entry operations, sustained land dominance, and support civil authorities. Field Manual 7-0 is the Army’s capstone training doctrine and is applicable to all units, at all levels, and in all components. While its focus is principally at division and below, FM 7-0 provides the essential fundamentals for all individual, leader and unit training.
Training for warfighting is our number one priority in peace and war. Warfighting readiness comes from tactical and technical competence and confidence. Competence relates to the ability to fight our doctrine through tactical and technical execution. Confidence is the individual and collective belief that we can do all things better than the adversary and that our units possess the trust and will to accomplish the mission.
Field Manual 7-0 provides the training and leader development methods that are the basis for developing competent and confident soldiers and the units that will win decisively in any environment. Training is the means to achieve tactical and technical competence for specific tasks, conditions, and standards. Leader Development is the deliberate, continuous, sequential and progressive process, based on values, that develops soldiers and civilians into competent and confident leaders capable of decisive action.
Closing the gap between training, leader development, and battlefield performance has always been the critical challenge for any Army. Overcoming this challenge requires achieving the correct balance between training management and training execution. Training management focuses leaders on the science of training in terms of resource efficiencies (People, time, ammo, etc.) measured against tasks and standards. Training execution focuses leaders on the art of leadership to develop trust, will, and teamwork under varying conditions. Leaders integrate this science and art to identify the right tasks, conditions, and standards in training, foster unit will and spirit, and then adapt to the battlefield to win decisively.