text: Chapter 3
  * Published semi-annual training guidance (known as SATG) and quarterly training guidance
  (known as QTG).
  * Semi-annual training briefings (known as SATBs) and quarterly training briefings (known as
  QTBs) provide periodic updates of subordinate unit training progress to senior commanders.
  Semi-annual training briefings and quarterly training briefings are provided to the commander two
  levels above. Battalion commanders brief the division commander and company commanders
  brief the brigade commander. The briefings are designed to discuss past, present, and future
  training expectations and to approve any necessary modifications to the annual training guidance.
  The briefing results in a training contract or agreement between the senior and subordinate
  commanders consisting of two parts. First, upon approval of the subordinate commander’s plan,
  the senior commander agrees to provide resources and protect the subordinate unit from un-
  programmed training distracters. Second, the subordinate commander agrees to execute the
  approved training to standard.
  * Training meetings are conducted to refine training guidance and training calendars. At battalion
  and brigade levels, these meetings focus on overall annual training guidance progress and ensuring
  training resources for subordinate companies are coordinated and available when training begins.
  (See appendix E for more discussions on training meetings.)
  * Leader development plan. Leaders create leader development plans focused on improving and
  sustaining subordinate leader skills and attributes as unit training progresses. This planning is also
  discussed during training meetings and annual training briefings, semi-annual training briefings,
  and quarterly training briefings.
  * Installation training resource conference attendance. These conferences provide home station units
  visibility of training resource usage and scheduling on the installation. Attendance gives unit
  leaders and training planners opportunities to review, coordinate, and secure these major resources
  (such as ranges, training areas, and simulators) for future training. They also help de-conflict
  potential scheduling issues between using units.
  * Training and certifying leaders is crucial in delivering quality, effective training. Training and
  certifying leaders ensures qualified leaders are subject matter experts and can perform tasks to
  standard. The commander sets the criteria for certification ensuring these leaders are well trained
  and prepared to evaluate and train others before training begins. Training and certification
  accomplishes two goals. First, it provides the commander and other unit leaders confidence that
  the leader being trained and certified is professional and competent in training and evaluating
  others. Secondly, it provides the training audience confidence that trainers know their craft
  expertly—building trust and confidence not just in the trainer, but in themselves and the unit.
  Commanders are responsible for establishing an effective leader training and certification program
  for the unit. They continually monitor and adjust the unit certification process to ensure unit
  training is led by competent leaders who set the example to those trained.
  SHORT-RANGE PLANNING AND PREPARATION
  3-14. Company and below units manage training in the short-range planning horizon primarily through
  company training meetings. (See appendix E for training meetings.) In this planning horizon, training
  schedules are approved and published, final pre-execution checks and coordination are conducted, and
  supplies are delivered. The Training-Week (T-Week) framework is a planning technique that aligns the weeks
  prior to and after a training event to the actions or activities that must be accomplished. For example,
  ‘Week T’ is the week of execution, ‘Week T-6’ is six weeks prior to execution, and ‘Week T+1’ is the week
  following execution.
  COMPANY TRAINING SCHEDULES
  3-15. Company training schedules are the culmination of long-, mid-, and short-range planning and
  preparation. During long-range planning, the company commander sequences training events with resources
  over time to determine who, what, when, and where to train to ensure coordination and resources.
  3-16. Company training schedules ensure training is conducted on time, by qualified trainers, and with the
  necessary resources. Company training schedules are priorities of work tied to timelines. Company