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As a senior task force observer controller, I have one of the best jobs in the Army. It gives me numerous opportunities to learn and relearn important lessons during every rotation. One of the most important lessons that I have learned is: no matter how good the company is or task force plans are, successful execution depends on the training proficiency of the platoons charged to execute them. At the Combat Maneuver Training Center (CMTC), Hohenfels, Germany, Task Forces constantly demonstrate this. My personal observations after several rotations at CMTC confirm that platoon performance equal to the Mission Training Plan (MTP) standard is, unfortunately, the exception -- not the rule. The best equipment, soldiers and leaders in the world are not enough.

What is the problem?

The leaders of units training at CMTC encounter many training challenges. These challenges include high operations tempo (OPTEMPO), stability and support operations (SASO) and personnel turbulence, among others. The root of the problem, however, is the lack of training focus at company and platoon levels. All too often, battalions lack an overarching plan for training platoons. This results in:

• Unit leaders who focus on near-term events as they appear on the training schedule.
• Units that develop a "move from one event to the next" mentality.
• Combat preparedness which declines as units dedicate less time to plan and execute training.

What is needed is a training approach that transcends events (gunnery, CTC rotation, deployments) and levels of training (leader, individual, collective).

So how do you develop such a plan?

You can start this process by reading our doctrine, specifically FMs 25-100, and 25-101. These manuals, unfortunately, often go unread. Yet, they are just as relevant today as they were when first published.

This article offers an approach that uses current doctrine to add focus to platoon training. The examples merely illustrate the concept. The article addresses heavy platoons, mechanized and armor, simply because they make up the preponderance of units participating at CMTC.

Platoon Training Concept

Before developing a training plan, leaders must decide what they want platoons to accomplish on the battlefield. Most leaders want platoons that move, shoot and communicate. I agree, but let's put it in terms more meaningful at the platoon level - move, kill and report. Asking for anything more is unrealistic; anything less is deadly.

Move, kill and report are the training pillars for any training plan at the platoon level. These pillars must be built on a solid foundation -- a foundation of discipline, fitness and maintenance.

• Without discipline, no meaningful training will occur.
• Fitness allows soldiers and leaders to perform at peak levels for extended, stressful periods, such as combat.
• For mechanized and armor platoons, maintenance is critical to any training plan or operation.

What is important to remember, is that the principles of discipline, fitness and maintenance are critical, regardless of the type of deployment or training event. These principles are also enablers. They facilitate unit and individual training. Leaders must constantly emphasize them.

Establish the critical tasks and events that support the pillars of move, kill and report. Since units cannot train everything, it is important for leaders to select key tasks that best train platoons to kill, move, and report. Leaders identify these critical tasks. And they ensure that training is conducted to documented standards. Many of these critical tasks transcend the individual and collective levels of training. Remember, leaders also have critical tasks which require training. Include leader tasks in the training plan.

Platoons do not have Mission-Essential Tasks Lists (METLs). They support the company and task force METL with battle tasks. These battle tasks are deliberately selected drills and operations at the platoon level. Battle tasks:

• Drive platoon training.
• Determine the drills required for the platoon, crews, and squads.

Cross-walking individual, leader and collective tasks allows for a comprehensive training approach. If a task is not in direct support of the platoon's battle tasks, do not train on it.

Leaders provide focus by ensuring that training opportunities and events support platoon battle tasks. This is done through constant assessment of the quality and state of training in their platoons. Too often, an Officer Professional Development Training session or a Noncommissioned Officer Training session has nothing to do with training platoons. The reality is that we are required to train a variety of subjects. Many do not relate directly to platoon battle tasks. Programs, such as Consideration of Others (CO2), are necessary. They bring value to units and our Army. But make sure these topics augment your plan. Do not allow them to become your plan.

Keep the Focus

Keep the focus. It is one way to offset factors such as personnel turbulence, SASO and the high OPTEMPO. The impending transition to the Limited Conversion Division XXI will place increased demands on platoons. Any margin for any error is quickly fading away.

How sharp is your focus?

Let's Fix Company-Level Fire Support

Reconnaissance and Surveillance Planning and Execution