Military Review English Edition September-October 2014 - Page 96

lengthy slide presentations and managing resources to execute the approved training events. With a unit’s final assessment consisting of an external evaluation at an Army training center, the evaluation of the unit’s leaders rested almost entirely on a two-week training exercise. In effect, much of the preparation time of the unit was not controlled by the leadership as various tasks and color-coded training cycles required manpower to support installation maintenance. The advent of conflict in 2001 changed unit dynamics and priorities significantly as they adjusted to the challenges and rigors of managing deployment cycles and combat operations. However, in anticipation of a reversion to peacetime after more than a decade of conflict, the Army published Army Regulation 350-1, Army Training and Leader Development. It “prescribes policies, procedures, and responsibilities for developing, managing, and conducting Army training and leader development.”19 Revised in 2011, AR 350-1 prescribes the official methodology for managing training and developing leaders within the Army. It outlines 24 different tasks that units are required to perform in an annual training cycle together with the majority of legally required training events for Army personnel. The number of tasks as written is not overwhelming, and some of them are completed as a by-product of larger training events, but if combined with other (excessive) assigned tasks imposed by sources who bill them as ‘other requirements’ a pattern could emerge similar to that of , the pre-combat era which would serve to detract from mission readiness and erode the warrior ethos. For example, reverting to a checklist of mandatory training that consumes training resources and available time can limit energy expenditure on achieving more than the minimum standards. Warriors who are deployed do not necessarily have the constraints of an extensive training checklist placed on them by a higher headquarters, allowing most deployed leaders to address only those training requirements that they identify as valuable. However, as the Army transitions to a peacetime environment, exhaustive managerial routine produced by the burden of checklists and excessive training requirements has great potential for stifling leader creativity to plan and execute valuable combat training that produces a high level of readiness. 94 Building Talented Leaders Fortunately, a road map to preserve and continue building heroic leadership is part of the Army’s doctrine. Army Doctrinal Publication (ADP) 6-22 Army Leadership de f