text: Chapter 4
  4-22. The benefits of the live, virtual, and constructive training approach delivers a higher degree of training
  realism and ultimately improved training proficiencies at every echelon in the command. This is especially
  advantageous when training to conduct complex, multiechelon large-scale combat operations. (See
  appendix J for more information on different training environments.)
  TRAINING TECHNIQUES
  4-23. Training techniques provide leaders effective ways to train in achieving task standards. Leaders and
  units are innovative as they adapt training techniques to their organizations. These techniques are prioritized
  through commander-to-commander dialogues.
  DRILLS
  4-24. Drills provide standard actions that link Soldier and collective tasks at staff and platoon levels and
  below. There are two types of drills—battle drills and crew drills:
  * A battle drill is a collective action where Soldiers and leaders rapidly process information, make
  decisions, and execute without a deliberate decision-making process. For example, a staff
  performs a battle drill to exercise a command post.
  * A crew drill is a collective action that the crew of a weapon or piece of equipment must perform
  to use the weapon or equipment. It is a trained response to a given stimulus, or initiated cue, such
  as a leader order or the status of the weapon or equipment. Crew drills require minimal leader
  orders to accomplish.
  LANE TRAINING
  4-25. Lane training is a company and below training technique designed to practice, observe, and evaluate
  individual tasks, collective tasks, or battle drills. It allows the unit to focus on the critical tasks, allows for
  consistent and uniform assessments, and maximizes the use of available time. In lane training, a small unit
  operates from a stationary position or tactically moves mounted or dismounted through a prescribed land
  course (a lane). A trained observer evaluates unit performance as the lane is executed. (See appendix G for
  more on lane training.)
  OPPORTUNITY TRAINING
  4-26. Opportunity training (also referred to as hip-pocket training) consists of individual tasks or crew-based
  skills trained when there are inactive periods (down time) during scheduled training. It is a part of
  multiechelon training and is used for improving or sustaining task proficiency when time is available.
  Opportunity training requires forethought, leader certification, and appropriate resourcing prior to execution.
  Skills selected for opportunity training must support unit-prioritized mission-essential tasks and battle tasks.
  Tasks and drills often selected for opportunity training are those that leaders can easily train in 10 to 20
  minutes.
  4-27. The platoon leader in concert with the platoon sergeant approves the individual tasks or crew drills for
  opportunity training, usually during platoon training meetings. A key element to opportunity training is that
  the tasks or drills are pre-selected, with every leader within the platoon ready to execute and evaluate the
  tasks at any time when the opportunity avails itself. Training time is limited and precious—there can be no
  down time during a training event—so when an opportunity arises, leaders are ready and prepared to fill time
  gaps in training.
  SERGEANT’S TIME TRAINING
  4-28. Sergeant’s time training (many units call this leader’s time training) provides scheduled training time
  set aside by unit commanders for unit NCOs to train their Soldiers in specified tasks and skills. It requires
  preparation, resourcing, and predictability so commanders and leaders at every level protect, support,
  incorporate, and maximize the importance of sergeant’s time training during company training. Sergeant’s
  time training is standards-based, is performance-oriented, and supports unit mission-essential tasks and battle
  tasks. Mutual trust and confidence between Soldiers and their first line leaders are absolutely critical