FOREWORD
In October 1992, the 70th Troop Command (TC), Missouri Army National Guard, changed its training strategy. Impressed by articles and training videos about lane training, leaders of the 70th TC decided to embrace this new training concept.
Preparing soldiers and units to mobilize, deploy, perform mission-essential tasks to standard, and return home safely is the primary mission of our leaders. Properly executed lane training is a key ingredient of a training strategy to accomplish this mission. I know of no better way to train company-sized and smaller units than by making lane training the centerpiece of a training strategy to support a unit's Yearly Training Plan.
Incorporating lane training as an integral part of a unit training strategy adds value to another pressing Reserve Component force - management challenge - strength management. Because lane training requires soldiers to lay hands on equipment and demonstrate task proficiency, soldiers will be doing what they joined the Guard to do. Mechanics will turn wrenches. Truck drivers will drive trucks. Cannoneers will do the cannoneer-hop. Engineers will operate their construction equipment, to include, starting and completing a project. In short, there is no better retention incentive than to have soldiers doing what they signed up to do. Moreover, there is no better recruiting and marketing tool than a soldier bragging to his friends about the fun and challenge of being in the Guard.
Embracing lane training as the centerpiece of a unit training strategy is not easy or cheap. Commanders must be willing to allow their unit leaders to become Observer-Controllers-certified. This means doing without them as they train up to become good lane trainers.
Commanders who invest the time and personnel resources to put lane training to work will see improved training management, improved strength management - bottom line - improved readiness.
JOHN
D. HAVENS
MG,
MOARNG
The
Adjutant General
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