LANE DEVELOPMENT
If we are going to talk about Lane Development, we should start with a clear and concise definition. Here's the one out of the book (TC 25-10, Leader's Guide to Lane Training): "Lane Training is a process for training company-size and smaller units on one or more collective tasks (and prerequisite soldier, leader, and individual tasks and battle drills), supporting a unit's Mission-Essential Tasks List (METL). Lane Training culminates in a Lane Training Exercise (LTX) conducted under conditions replicating the unit's military operation mission and environment. Like all training, the goal of Lane Training is to ensure soldiers, leaders and units become tactically proficient and technically competent." Do you notice anywhere in the definition where it talks about evaluation? No! Many units use Lane Training as an evaluation tool but evaluation is not its primary use. Its primary use is to train soldiers, leaders and unit to standard. It's just that simple.
You all know that everybody is talking about Lane Training, but, what's so good about it and what's it going to do for your unit? First of all, there are three basic tenets: train the leaders first, focus on the basics, and train to standard, not time. LANE TRAINING TENETS
Train Leaders First. When lanes are executed properly, all leaders are trained to standard first. Before they spend one moment with the troops, they lead; they are trained to standard. This training should occur during IDT. Under the best circumstances, all leaders should report to the Lane Training area fully trained to standard on all leader tasks. In reality, this almost never happens. Observer/Controllers (O/Cs) should be prepared to conduct intensive leader training when the leader arrives on the lane. When entering a lane for the first time, most leaders do not understand the complete meaning of "meeting the standard." The effectiveness of your lane will be established at that moment. We will discuss this in more detail later. Just remember that you always train the leaders first.
Focus on the Basics. When planned properly, lanes can only focus on the basics. Your YTP dictates exactly the tasks on which you will be conducting your training. Do not deviate from your plan. One of our biggest sins in the training arena is that we don't protect our training time. We all know that changes happen, but commanders at all levels must protect those green-training periods. We've all heard the saying, "The tails wagging the dog."
We, as the leaders of units, must prevent this from happening. Once we change the plan and schedule some other activity away from battle-focused, METL-supporting training, soldiers begin to lose interest. Don't you believe that soldiers join the guard for a particular reason, i.e., mechanics want to turn wrenches, truck drivers want to drive trucks, and cannoneers want to work with their guns. It's as simple as that. Most soldiers, whether they know it or not, want to train toward their primary wartime mission. Those primary wartime missions are normally the unit's battle tasks and, by allowing the soldier to train on what he joined to do, they stay focused on the basics.
Train to Standard, not Time. This may very well be the most abused statement in the training arena. Too many times, our success is based on how much we can accomplish, not how well. Key to the Lane Training process is the discipline required to stay on the standard. Case in point -- one National Guard had scheduled LTX during AT. The task to be trained was "Conduct a Quartering Party" with a tactical convoy. Through no fault of the unit, it arrived at the AT site unprepared. Unscheduled Overseas Deployment Training and staff training opportunities forced the unit to reschedule some of its key IDT training periods that supported the LTX. Although the unit had scheduled to open the lane on a certain date, it was not prepared, and two days of intense individual and leader training were scheduled prior to opening the lane. The O/Cs, not the unit, conducted this intense leader and individual training. If you have trained your O/Cs properly, they will be the most qualified people to conduct this training on short notice. During this two-day trainup, all soldiers involved understood what it was going to take to meet the standard where even the smallest infraction was considered a No Go. By the end of its LTX, the unit executed to standard a tactical convoy according to its MTP. The unit never got to the "Conduct a Quartering Party" task. The commander considered the AT a success; he knew what his soldiers learned, and knew they had learned it to standard. Time was not a factor when it came to meeting the standard. Something else the commander found was that those who received the training were the most motivated soldiers for that AT. One of the reasons troops get out of the guard is that we leaders do not keep that level of motivation and intensity going through all of AT and IDT.
As you can see, this whole idea of Lane Training is going to be a lot of work for everybody involved. You may be wondering why you should go to this much trouble? After all, we're conducting some pretty good training just like we always have. Well, here are some advantages to Lane Training that may not be part of your current program.
LANE TRAINING ADVANTAGES
Builds Leader Confidence. For some of you veteran leaders out there, can you imagine what it would have been like to be able to be trained to standard by an expert prior to being placed in front of your troops? Some of us learned by another method and sometimes it wasn't very pleasant. By training the leaders first, it not only saves embarrassing moments but, more importantly, it builds leader confidence--not just in the leaders themselves--it also enhances the confidence the soldiers have in their leaders. This is a win-win situation. Soldiers having confidence in themselves and their leadership is half the battle in meeting the standard. If leaders know what they're doing, soldiers try harder; they don't want to let the unit down.
Creates Outstanding Instructors. This subject will be covered in detail later but when you develop your lane program, you must maintain an extremely high standard for your O/Cs. If possible, your O/C program should be open to only your elite troops. The O/C business cannot be completed on IDT weekends only; it will take personal time. Only your most dedicated soldiers will be successful O/Cs. As stated previously, why would you want anyone else training your soldiers anyway?
Provides Training in Digestible Pieces. As shown above in the yearly training plan, the tasks are broken into digestible pieces and, every so often, are put together in an IDT lane exercise. In some cases, the IDT lane exercise culminates in a larger AT LTX, bringing all the pieces together. Grandiose exercises are great for battalion and brigade staffs, but companies and below need down-to-earth, hands-on training that's challenging and achievable. Effective training programs are built on small successes, one at a time.
Ensures Consistent Standards. Lane Training Programs are custom-built to fit your unit. The standards that are enforced are the standards you set. Your particular MTP will tell you what the standards should be; how you enforce them will set the stage for your entire program. Command emphasis on the standards and selection of O/Cs ensures a consistent standard.
Increases Morale with Realistic and Fun Training. The only way to prove this is for you to start your own program. The old saying, "The more you put into something, the more you get out of it," holds true with Lane Training. When it fits the unit's wartime mission, MILES and pyrotechnics are a must. Commanders at higher levels may have to prioritize resources. For this reason, Lane Training must be resourced at least two levels up. All command levels have a big responsibility in promoting an effective Lane Training Program. With our shrinking budget, this is the only way we will be able to provide effective training for our soldiers. Realistic and fun training retains soldiers. Any task can be made fun and realistic if the right O/C is given the responsibility and the freedom to use his imagination to set up the best training possible. With command support and emphasis, this will be the best program you have ever provided for your soldiers.
As with all good things, this program has its challenges in time, resources, and personnel staffing. One thing good about the challenges is they are only a challenge to those planning, executing and resourcing the training. The challenges, if the personnel providing the training do not overcome them, have a negative affect on the unit receiving the training. All the challenges lie in creating the right environment for unit training.
LANE TRAINING DISADVANTAGES
Consumes Time. If you are not willing to put in the time necessary for an effective Lane Training Program, you are probably better off staying with whatever system you are currently using. In Lane Training, commanders must allow time for the trainers to prepare for their training event. Do not have your primary O/Cs involved in all kinds of other activities. When you assign O/C responsibilities, you must give the O/Cs the freedom to do their job. Your O/Cs must have time to not only set up the lane up physically, but also to become experts in the tasks to be trained. Do not assume that because an officer or NCO has had ANCOC or OAC that he is an expert in any particular task. Chances are they are not and they will need to get trained up to become experts. Commanders are responsible for ensuring that the O/Cs stay on the standard, not only with the MTPs, but also with unit Standing Operating Procedures (SOP).
Resource Intensive. As already stated, Lane Training Programs are resourced two levels above the unit being trained. Resourcing two levels above refers only to those resources that are above the normal capabilities of the unit being trained. MTOE and CTA equipment are the responsibility of the unit being trained.
Personnel Intensive. Personnel requirements will be covered in detail later, but a good rule of thumb is one O/C per leader. For instance, one squad with two team leaders should have three O/Cs. The O/Cs should stay with the leaders at all times. All O/Cs should be experts in the tasks and, if possible, should have been assigned in a like position during their careers. The number of O/Cs can be task driven. Normally, the more complex the task, the more O/Cs needed. Just remember, with respect to O/Cs, LTXs are task-organized.
You may be asking yourself, why do I want to change from what I'm doing right now? Maybe you don't! If your retention numbers are where you want them to be and your strength problems only lie in the recruiting arena, then you probably already have an outstanding training program; don't change anything.
But, if your unit is like most, there's room for improvement. That's where Lane Training comes into play. Let's talk about the uses and benefits of a solid Lane Training Program.
Uses and Benefits:
- Trains small units to Army standards simultaneously or sequentially, using mission-related scenarios.
- Standardizes Training.
- Refines SOPs.
- Controls Training Objectives (Tasks, Conditions, Standards).
- Allows for Variation in Training Conditions (METT-T).
- Integrates METL-Driven Tasks.
- Prepares for Evaluations.
- Provides Initial, Developmental, Refresher, and Enhancement Training.
You can also use Lane Training when changes occur in:
- Doctrine
- Organization
- Material
- Personnel
- Training
- Leader Development
- Task Performance
The Lane Training process can be broken down into five phases---assembly, rehearsals, lane execution, after-action reviews, and retraining.
LANE TRAINING PHASES
1. Assembly. When conducting a lane, getting started is sometimes the most difficult challenge. Some states start every lane with an "Occupy an Assembly Area" task. This moves all participants from a staging area into the Lane Training Area (LTA). This forces the leader to conduct assembly area operations. In the assembly area, the leader will receive the Operations Order (OPORD), and will immediately issue a Warning Order (WARNO). Before the leader briefs the troops, the O/C is always back-briefed by the leader to ensure the leader is on the right track. This increases the leader's self-confidence and the confidence the troops have in the leader. In some cases, all pre-lane execution activities will be conducted in the assembly area. According to TC 25-10, Leader's Guide to Lane Training, the unit receives its in-briefing from the senior Observer/Controller (O/C) in the assembly area. Some Lane Programs prefer to have the Lane Training Management Team provide the in-brief to the unit at a different location. Included in the in-brief are the introductions, LTX scenario, T&EOs, safety and environmental issues, cautions and controls, administrative and logistic issues, and identification of counterparts. Rules of Engagement (ROE) are provided to the leader when the leader receives the OPORD in the assembly area.
The Missouri Army National Guard teaches an 11-step process for leader training. These are:
Note: The first nine steps will normally be conducted in the assembly area. |
2. Rehearsals. This phase is key to the success of your lane. Rehearsals are normally conducted in the assembly area. Prior to conducting rehearsals, the leader briefs the unit's OPORD. The leader always requires a briefback from his troops. He can do this by asking open-ended questions to various unit members. During the rehearsal phase, the leader will use the crawl, walk and run training method. These methods are described in detail on page 14 of TC 25-10 and are summarized below.
- Crawl: Explain and Demonstrate. The leader describes the task step-by-step, indicating what each individual must do.
- Walk: Practice. The leader directs the unit to execute the task at a slow step-by-step pace.
- Run: Perform. The leader requires the unit to perform the task at full speed, as if in combat under realistic battlefield conditions.
Note: In every step, it is the leader doing the training, not the O/C. Once again, I cannot over-emphasize the importance of the leader training process. It is absolutely crucial to the success of your lane program. Also, the crawl, walk, and run training method is not just for rehearsals. Depending on the unit's level of expertise, once it begins to execute the lane, it may need to start in the crawl area. Remember that the goal is to execute the task to standard, not almost to standard. Completing the lane is important, but not as important as training to standard. For us National Guard people, that may mean scheduling training one task over several drills. I know it is different from what we are used to, but we have got to get training in digestible pieces.
3. Lane Execution. The important thing to remember during this phase is, "Don't get wrapped up in completing the task;" stay focused on the standard. Do not be afraid to stop the lane to reinforce a standard. During the crawl and walk phase, you should plan in-progress AARs. You should choose logical times to conduct these AARs; i.e., upon completion of a particular event or just before a particular event. Unscheduled AARs should be conducted when a task is performed incorrectly or there is a safety or environmental issue. The O/C or the leader can initiate these unscheduled AARs. In the event of a safety problem, any soldier can stop the training. Upon completion of the AAR, go back to the beginning or resume the lane from where you stopped. Time will be your biggest enemy during this phase. Regardless of how much time you have, you must allow for time to retrain. Many units put themselves on such tight schedules that there is no time to retrain. This defeats the purpose of Lane Training. Every thing you do with a lane needs to be based on standards, not time. You must also remember that time can be a standard, i.e., establish an ambush no later than 1200. When used like this, time is a standard.
4. After-Action Review. The Senior O/C conducts the formal AAR immediately after the lane is completed. This AAR needs to be well-planned and well-orchestrated for maximum effect. The AAR site should overlook the primary objective of the event, i.e., in a "Conduct an Ambush," the AAR site should be overlooking the ambush site. The O/C facilitates the AAR, and the leader supports and encourages participation.
Make sure you include your OPFOR in your AAR plans. Their point of view will be very helpful in the learning process. Never let an AAR turn into a finger-pointing event. The purpose of an AAR is not to find blame but to discover unit strengths and weaknesses. Make sure someone is assigned to record the results of the AAR. This will add to the historical record of the task, and, if the unit cannot immediately retrain, there's a record it can use to refresh soldiers' memories when they do get the opportunity to retrain. When the AAR is complete, the Senior O/C, if necessary, directs the leader to the retraining area and the final phase of Lane Training begins.
5. Retraining. How many of the tasks need to be retrained will be your guide as to who does the training. If the shortfalls were in the leader tasks, then the Senior O/C would provide the training for the leader. Unit leaders conduct all other training requirements. The availability of space will dictate where the retraining will be conducted. If possible, the unit should return to its original assembly area.
Now that we have the basic flow of a lane, how do we control multiple lanes? As you can see, one lane, one task, and one unit can be controlled with just a few personnel. But, chances are you will be conducting multiple lanes with multiple units. First of all, you will need an Exercise Control Center (ECC) or, as some states call it, a Lane Training Control Center (LTCC). Whatever you call it, the ECC should be staffed at least two levels above the unit being trained.
LANE MANAGEMENT
Within the ECC, you will have the following Lane Management Personnel:
- Exercise Director.
- Deputy Exercise Director (smaller exercises may not need this position).
- Operations Officer.
- Operations Sergeant.
- OPFOR OIC or NCOIC.
- Senior O/C (Lane Expert according to TC 25-10; some states require all O/Cs to be lane experts).
- O/Cs.
- LTX Resource Managers.
- Supply Sergeant.
- Radio/Telephone Operators (RTOs).
- Clerks.
Note: Unit leaders and the chain of command are part of the Lane Management Team, but they will not normally work out of the ECC.
As stated earlier, Lane Training Exercises can be based on any one of the several scenarios provided in your particular MTP as Situational Training Exercises (STXs). An STX, is defined in TC 25-10, as a short, scenario-driven, mission-oriented, limited exercise designed to train one collective task, or a group of related tasks or battle drills, through practice. You are not limited to using your MTPs for your scenarios, you may write your own. Some STXs may not provide you with the proper stimuli to exercise a particular event or task.
PRINCIPLES OF SITUATIONAL TRAINING EXERCISES
- Base on Standards -- Not Time.
- Resource Two Levels Up.
- Train Leaders Intensively.
- Prepare Carefully.
- Use MILES/Pyro/Trained OPFOR.
- Establish a Support System for MILES, Maintenance and Resupply.
- Use for Squads Through Task Force.
You are only limited by your imagination, but you must keep it battle-focused and in line with your wartime or state missions. In short, scenarios should be disciplined and well organized.
CONTROL MEASURES
Included with your Lane Scenario, you should have a Lane Diagram or Graphic. This is an illustration representing a series of events that are scheduled to occur on the lane. Lane control measures should be identified on the lane diagram. The following are some examples of some commonly used control measures:
- Assembly Areas (AAs).
- Start Point (SP).
- Line of Departure (LD).
- Phase Lines (PLs).
- Boundaries (represented by lines with unit information).
- Objective (OBJ).
- Objective Rally Point (ORP).
- Release Point (RP).
LANE DIAGRAM
The lane diagram depicted below illustrates the above-mentioned control measures. (See Figure 4.) Although the below depiction is over-simplified, you should be able to grasp a clear understanding of what is required for a lane diagram.
Another unique idea that some units are using is the way they train their OPFOR. To maximize their training time, they run lane against lane, with both lanes training to U.S. Army doctrine. For instance, one squad may be conducting a "Combat Patrol" lane while another squad may be conducting a "Conduct an Ambush" lane on the same piece of ground. This type of lane needs precise timing and control measures in place to ensure the squads meet and provide each other with the stimuli necessary to train on the required tasks.
Figure 4. Lane Diagram
Yearly
Training Process
Observer/Controllers
Certification
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