Field Manual FM 7-0 Training Units and Developing Leaders for Full Spectrum Operations February 2011 US Army


Book Description

Field Manual (FM) 7-0, Training Units and Developing Leaders for Full Spectrum Operations, establishes the Army's keystone doctrine for training units and developing leaders for full spectrum operations, on a rotational cycle using Army force generation (ARFORGEN). FM 7-0 addresses the fundamentals of training modular, expeditionary Army forces and developing leaders to conduct full spectrum operations in an era of persistent conflict. To emphasize that the unit mission-essential task list (METL) must reflect full spectrum operations, this manual uses the phrase "full spectrum operations METL." Conducting effective training for full spectrum operations must be a top priority of senior leaders during ARFORGEN and during operational deployments. FM 7-0 does not answer every training challenge of today's complex operational environments. It should, however, generate introspection on how Soldiers and units train for full spectrum operations as part of an expeditionary Army. FM 7-0 provides just enough guidance to facilitate flexibility and innovative approaches to unit training and leader development. Chapter 1 discusses operational environments in which training, operations, and leader development occur. It stresses the need for the Army to prepare for full spectrum operations through unit training and leader development. Chapter 2 focuses on the Army's principles of training units and developing leaders that apply at all organizational levels and across all components. Chapter 3 describes Army training management. It focuses on using the Army training management model to plan, prepare, execute, and assess training for units in ARFORGEN force pools. FM 7-0 applies to all leaders at all organizational levels. All leaders are trainers. Leaders include officers, warrant officers, noncommissioned officers, and Army civilians in leadership positions. FM 7-0 applies to the Active Army, the Army National Guard (ARNG)/Army National Guard of the United States (ARNGUS), and the United States Army Reserve (USAR) unless otherwise stated.




General Walton H. Walker: A Talent For Training


Book Description

A study of General Walton H. Walker’s career offers a lens through which to view the evolution of Army training doctrine, revealing its strengths and weaknesses over a period of nearly four decades. However, an understanding of the skills necessary to train units for combat cannot consist solely of a review of training doctrine. General Walker’s career provides valuable insights into the real-world challenges a leader experienced training an Army unit, both in war and in peacetime. The resource constraints, political realities, and physical hardships that make Army training so difficult to accomplish with skill and foresight cannot be gleaned from classroom lectures or the pages of a journal or doctrinal publication. Further, an analysis of the breakout and pursuit Walker’s XX Corps executed in Normandy, and later the performance of the Eighth Army during the first weeks of combat in Korea, reveal how General Walker applied contemporary training principles to develop combat formations that performed exceptionally well in combat. Finally, a review of current training principles demonstrates that Walker emphasized the same principles throughout his career that retain primacy in today’s Army. This reveals Walker’s lasting legacy: in addition to performing among the best of the Army’s commanders in combat, Walker set himself apart as one of the leading trainers in U.S. Army history.




Mission Revolution


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Jennifer Morrison Taw examines the military's sudden embrace of stability operations and their implications for American foreign policy and war.




Armor


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Military Review


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The Army Lawyer


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The Engineer


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Adaptive Leadership: The Heifetz Collection (3 Items)


Book Description

In times of constant change, adaptive leadership is critical. This Harvard Business Review collection brings together the seminal ideas on how to adapt and thrive in challenging environments, from leading thinkers on the topic—most notably Ronald A. Heifetz of the Harvard Kennedy School and Cambridge Leadership Associates. The Heifetz Collection includes two classic books: Leadership on the Line, by Ron Heifetz and Marty Linsky, and The Practice of Adaptive Leadership, by Heifetz, Linsky, and Alexander Grashow. Also included is the popular Harvard Business Review article, “Leadership in a (Permanent) Crisis,” written by all three authors. Available together for the first time, this collection includes full digital editions of each work. Adaptive leadership is a practical framework for dealing with today’s mix of urgency, high stakes, and uncertainty. It has been used by individuals, organizations, businesses, and governments worldwide. In a world of challenging environments, adaptive leadership serves as a guide to distinguishing the essential from the expendable, beginning the meaningful process of adaption, and changing the status quo. Ronald A. Heifetz is a cofounder of the international leadership and consulting practice Cambridge Leadership Associates (CLA) and the founding director of the Center for Public Leadership at the Harvard Kennedy School. He is renowned worldwide for his innovative work on the practice and teaching of leadership. Marty Linsky is a cofounder of CLA and has taught at the Kennedy School for more than twenty-five years. Alexander Grashow is a Senior Advisor to CLA, having previously held the position of CEO.