text: Chapter 1
  1-14. To keep personnel in the fight and in line with the Army’s Action Plan to Prioritize People and Teams,
  leaders must foster a culture of holistic health and fitness (known as H2F) by understanding the system,
  trusting the system, and dedicating the time to make it work. (See FM 7-22 for more information on holistic
  health and fitness.)
  1-15. Units train to a level that is sustainable. As the unit progresses toward training proficiency, leaders
  must ensure there is adequate recovery, services, and maintenance operations to replenish Soldiers,
  equipment, and systems. This must be done prior to and while the unit executes its long-range training plan
  in order to achieve and sustain required training proficiencies.
  FIGHT TO TRAIN
  1-16. It is a commander’s duty to fight through distractions and protect training. It is the higher echelon
  commander’s responsibility to defend their subordinate organization’s approved training from un-forecasted
  requirements and to underwrite associated risk to lower priority missions. Regardless of the quality of
  planning and preparation, there will be challenges to the execution of training. The fight to train ethic
  separates great trainers and units from the others.
  SENIOR LEADERS AND TRAINING
  1-17. Training is an essential activity that requires senior leader direct involvement. Commanders and senior
  leaders are critical to ensuring training is effective. They focus unit training efforts through their leadership,
  presence, and effective communication and refinement of their training priorities.
  1-18. Senior leaders develop and communicate training guidance quarterly, semi-annually, and annually.
  Reserve Component senior leaders communicate training guidance annually. Over a set period, they provide
  clear and concise guidance on what is trained, when it is trained, who is trained, and why they train —task
  and purpose. Senior leaders provide a clear vision of their training expectations giving the unit direction,
  purpose, and motivation necessary to train effectively. (See appendix A for training guidance.)
  1-19. This guidance and vision is based on a comprehensive understanding of the following considerations:
  * Require subordinates to understand and perform their roles in training. Through direct
  leader involvement and presence, senior leaders teach subordinates how to fight and are directly
  involved in planning, execution, and assessment of training.
  * Train one echelon down, evaluate two echelons down. Senior commanders are responsible for
  training the next echelon down. They evaluate unit training proficiency two echelons down. Senior
  commanders ensure subordinate commanders do the same at their respective echelon.
  * Resource and protect approved training. When training is approved, it is resourced and
  protected from un-forecasted and non-mission-essential requirements that detract from training.
  Approved and protected training provides predictable training schedules for junior leaders and
  Soldiers.
  * Develop subordinates. Senior leaders develop subordinates. Senior leaders train leaders to plan
  carefully, execute aggressively, and evaluate short-term achievements in terms of required long-
  term results. They personally invest in the development of subordinate leaders through focused
  leader development activities and performance-oriented counseling.
  * Train to standard. The Army of the United States is a standards-based Army. Senior leaders and
  noncommissioned officers make sure training is conducted to the prescribed standard by ensuring
  leaders are trained, competent, and certified, and hold their organizations to the standard.
  * Top-down, bottom-up approach to training. A top-down, bottom-up approach to training
  reflects a team effort among commanders and subordinate leaders. Commanders provide top-down
  guidance in training focus, direction, and resources. Subordinate leaders provide feedback on unit
  task proficiency, refinement of training resource needs, and the execution of training to standard.
  This team effort helps maintain training focus, coordination, and synchronization of resources;
  establishes training priorities; and enables effective communication between command echelons.