RHYTHM AND TEMPO

Training needs a focus and goals. Usually the best way to achieve training objectives is through a rhythm and tempo, which are progressive, cumulative and continuous. The following are some principles of training progression, which COs should incorporate in their unit training plans. A model of training progression for a unit is provided at Appendix 3.

TRAINING MUST BE PROGRESSIVE AND CONTINUOUS

This principle applies equally to both individual and collective training. Individuals or small groups cannot effectively train at higher levels of sophistication unless they have mastered the basics. Therefore, COs should structure training so that it progresses from the smallest elements (individuals, then teams, then sections, then platoons, then companies, etc.) until training is expanded to include other arms and services. If a unit tries leaping into complex training situations prematurely then wrong lessons will most assuredly be learned. As well, valuable training time and resources will be lost, and this wastage will be compounded in the long term.

Continuity in training also requires vigilance. Just because a unit has achieved an individual or collective training standard at one particular point in time does not mean that this type of training is over. Like professional athletes, soldiers (and teams) must prove themselves repeatedly in practices leading up to game day. Ideally, continuous training builds on previous strengths, preferably over a two- or three-year cycle. Every year should develop and exploit the previous year's training: hence foresight, vision, continuity of plans and responsible hand-off from one commander to the next are required.

LEARN THROUGH REPETITION

People and teams learn from previous experiences, but it doesn't always stay with them. Additionally, they may begin slowly or awkwardly, but improve with practice. To quote Major-General R.I. Stewart (Retired): “Drills and procedures acquired by repetitive training allow soldiers to survive under fire and achieve their objectives. In the heat of combat there is little place for deep philosophical thought or the development of new, novel and complicated tactics - basic drills that take place without long and detailed discussion and explanation will be all that is possible. NCOs are not philosophers or deep thinkers but people of action and directness. A good unit is one that has NCOs who when faced with a tough situation get off their asses and do what has to be done. They achieve this by carrying out the drills they have been taught and that they taught to their troops.”

Repetition in training will ensure:

Performing the important skills just once a year, on a refresher basis, is not enough. Repetition in training is essential, but not at the expense of boring the troops to tears. Figure out what is essential, find ways to deal with the weaknesses and push the more progressive individuals and teams to their upper limits. Correct faults as they occur, for with repetition a fault repeated will become the accepted standard.

Leaders should not shy away from repetition for fear that it could be boring. The real challenge is to design imaginative training and training events so that the repetition is invisible to the participants. Create a satisfying challenge which will reinforce the positive lessons intended.

INDIVIDUAL TRAINING MUST PRECEDE COLLECTIVE TRAINING

The success of each period of collective training will depend largely on the care and attention devoted to the individual training, which precedes it. Individual training must be conducted and verified to maximize training value of follow-on collective training situations. The concept of a Warrior Program is a good means by which individuals can be refreshed annually on some aspects of basic individual training, but additionally basic and trades courses, as well as indivi dual competencies (e.g. small arms qualification) must be completed before progressing to collective (i.e. team, section and sub-unit) training.

SET ASIDE DEDICATED TRAINING PERIODS

As much as possible, COs must do their best to get sub-units up to their full complement, at least for limited periods, so that they can properly conduct collective training. Three weeks in the field with personnel routinely returning to garrison or constantly “changing around” is not as productive as one solid week with a full complement of officers, WOs, NCOs and soldiers. It is unnecessarily challenging to try to build a team while its members are in different places doing different things and the level of competence is not measurable. Additionally soldiers are left with incorrect perceptions about time, space and tactics. However, if one is left with no choice but to train at half strength, then one must do so - and allow subordinates to take on greater responsibility. They should all be trained “two up” anyway, so give them a chance to show their talent and skill.

DON'T USE SOLDIERS AS TRAINING AIDS

There is no greater waste of a soldiers time than to be deployed in the field while the officers bumble about, fully unprepared to take the reins and command the training activity. Also, there is nothing more frustrating for a soldier than to have to repeat the training over and over until the officers finally get it right. COs should run TEWTs, CPXs, chalk talks, cloth model exercises, simulation exercises and syndicate discussions so that the leaders are sorted out before the soldiers are required to get cold, wet, tired and hungry. Of course, while the officers are off learning their job, concurrent activity and training can and should occur. In doing so, one makes the best use of time available but also gives the NCOs an opportunity to grab the reins and assume some responsibility for the training of subordinates.

CONFIRM TRAINING AT STAGES

At all levels in the unit, (individual, team, section, platoon, company) confirm that all training objectives have been achieved before pushing on. This requires the personal attention of sub-unit and unit commanders. Do not begin a unit level exercise without clearly establishing that sub-units are ready to progress to advanced training. This requires a measure of evaluation. The most reliable method commanders have to evaluate training is to see for themselves the level of competence achieved at the sub-unit level. For example, COs need to visit, observe and get engaged in the concluding stages of sub-unit training. Such opportunities should be built into the training plan. Only after a CO has confirmed that the sub-unit has achieved the desired level of training should it be permitted to progress to the next stage.

PREPARE FOR THE FUTURE

The doctrine, practices and very existence of the army depends very much on anticipating the future and adjusting accordingly. We have all read of periods of stagnation in policy, doctrine, equipment and mental agility - and armies have historically suffered from such maladies. Commanders at all levels should constantly challenge their subordinates to visualize future warfare and articulate how the army will continue to be relevant and effective. As an example, perhaps the future will see only one branch of combat arms officer, and now (in peacetime) might be a good opportunity to experiment. As another example, are we ready for the Revolution of Military Affairs (RMA)? I suspect not! For certain the future will demand a better educated officer corps, a system governed through open and transparent dialogue, a willingness to allow experimentation and risk, and a leadership prepared to invest in the physical and intellectual agility of the army.

I would say categorically that we do not challenge our Privates, Corporals and NCOs to their full potentials, and they are the future. I expect that we don't challenge junior officers enough either.