text: Appendix E
  COMPANY TRAINING MEETINGS
  E-4. Company, troop, and battery training meetings are the center of gravity of unit training
  management. Regular Army and RC units serving on active duty conduct training meetings weekly. RC
  units conduct training meetings monthly. They occur at the same time every week or month and are routine
  to the company training schedule. Training and only training is discussed as demonstrated in the following
  vignette. Successful training meetings focus on—
  * Training proficiency overview.
  * Training just conducted (previous week). Subordinate feedback from training just conducted is
  critical to the commander to better assess the unit’s training proficiencies. The commander uses
  feedback to refine training plans and training guidance. Feedback includes—
   Observations.
   After action review results.
   Completed evaluator training and evaluation outlines. (See chapter 5 for training and
  evaluation outlines.)
   Other sources of feedback available to the commander.
  * The company’s leader development planning for training events focusing on leader development
  goals and objectives.
  * Mid-range planning and preparations (T-16 to T-7).
  * Short-range planning and preparations (T-6 to T) and commander’s short-range training guidance.
  Notional Company Training Meeting
  On Tuesday at 1300, Company B conducted its weekly training meeting. In attendance
  were the company commander, first sergeant, executive officer, supply sergeant,
  platoon leaders, and platoon sergeants. The company commander, CPT Angela
  Hawkins, began the meeting on time following a set agenda. She and the executive
  officer kept the meeting from straying to other issues and focused the meeting solely
  on company training.
  Last week, the company conducted a field training exercise (FTX). During this exercise,
  the company focused on one of its mission-essential tasks as a training objective—the
  collective task Occupy an Assembly Area. CPT Hawkins indicated that she previously
  assessed this task as a P proficiency rating. CPT Hawkins wanted to use the FTX to
  improve this assessment to a T proficiency rating. During the training meeting, the
  commander reviewed the feedback from the platoon leaders, the training and
  evaluation outlines provided by evaluators from company A, and her own observations.
  Based on this feedback, she assessed the company as a T proficiency rating for this
  task.
  Platoon leaders and sergeants stated that they conducted opportunity training during
  the FTX. They acknowledged the unit still needed to prioritize opportunity training plans
  to ensure resources and leader certifications were completed before training was
  conducted. CPT Hawkins emphasized that leaders needed to take every available
  opportunity to train Soldiers to improve individual skills. She stated that with limited
  training time, company leaders needed to take advantage of available time to improve
  these Soldier-level skills.