On line certification course

The team leader is arguably the most pivotal leader on the battlefield when it comes to the success of companies and platoons in combat. This is not meant to diminish the role of other combat leaders, but rather to highlight the need for strong leadership at the fire team level.

Field Manual (FM) 7-8, The Infantry Platoon and Squad, and the Ranger Handbook define the team leader as, "a fighting leader who leads by personal example." Both references go on to outline the numerous tasks and duties to be performed by team leaders in a field environment. TC 22-6, The Army Noncommissioned Officer Guide, contains several pages of responsibilities expected of team leaders in the garrison. In the field (and combat) the team leader is to be the first leader a soldier looks to for an example of what is right and the first leader he sees react when the bullets start to fly. In garrison, the team leader not only sets the example, but he is also the grease on the axle that keeps the administrative wheels of the platoon rolling smoothly.

Team leaders are meant to be knowledgeable mentors to the soldiers as well. The soldiers of the team expect them to be able to answer their questions, or at least point them in the right direction to find answers. Soldiers expect their team leader to be able to take care of them and their individual needs. Pay problems, board preparation, and personal problems are just a few areas where the team leader is the first leader a soldier goes to for guidance. Yes, the NCO support chain may ultimately be involved in the solution, but there is more than one platoon sergeant or squad leader out there who is thankful for an experienced team leader who can take care of most of the leg-work before bringing the issue to his level. A team leader who can take care of his soldiers earns the confidence of both his men and his supervisors.

There is another reason to recognize the importance of good team leaders. FM 100-5, Operations, points out that, "In the chaos of battle, it is essential to decentralize decision authority to the lowest practical level." This statement underlines the need for strong leadership ability and initiative at the team leader level. It is not inconceivable for a team leader in a combat situation to become the squad leader or platoon sergeant (this happens frequently at the combat training centers). Team leaders need to be ready to step into these positions and have the personal confidence to execute in the absence of direction. The ability to understand and execute the mission two levels up is a cornerstone of our leadership doctrine and is one of the reasons for placing priority on developing and training subordinate leaders.

The Reality

With the importance of the team leader's role established, a fundamental problem remains. Many, if not most, team leader positions in rifle platoons are not manned by experienced corporals or sergeants, but by good specialists (or even privates first class). In some cases the "good" specialist might not really be that good, but just happened to be the next ranking soldier. He may lack the experience required to be immediately effective in their position, and the squad leader and platoon sergeant must pick up the slack in enforcing standards and accomplishing tasks. Because of their junior rank and inexperience they also have trouble maintaining a degree of separation from their peers, which hampers their ability to make on-the-spot corrections and enforce standards of discipline.

This inexperience, again, comes into play concerning field craft and responsibilities. Many times they are unaware of what is expected of them. Other leaders expect them to know their jobs and carry out their tasks as experienced team leaders, but what is expected is not always what happens. For example, in a platoon hasty defense, the platoon leader does not have the time to position each and every weapon. He relies on his NCOs, namely the squad and team leaders, to establish sectors of fire within the boundaries given them for their squads and teams. Platoon leaders and platoon sergeants should make spot checks only to ensure the sectors are correct and offer full coverage. Finding sectors that are incorrect causes the platoon leader to make further checks and corrections, which detracts from his time to accomplish other critical tasks. In this environment, leaders may not have the time to show subordinate leaders how to accomplish a task correctly and to standard.

Training to the standard is a must for all leaders and units, but teaching the standard must be done first. These young team leaders cannot be blamed for their inability to enforce standards of training if they have never been taught what the standard is to begin with. This is one of the purposes of the Primary Leadership Development Course (PLDC)--to teach and instill a baseline for Army standards in future NCOs. Unfortunately, a number of team leaders have not attended PLDC and wait in line on the Order of Merit List. In the meantime, they must rely on the day-to-day activities in garrison and collective unit training in the field to gain whatever experience they can. Rarely do they become the focus for training. When NCO professional development sessions are planned, many team leaders are excluded because they are not yet NCOs, thus widening the gap in experience.

In short, a great deal is expected of team leaders, yet they lack the knowledge, tools and experience to do the job well. Colonel (Retired) Dandrige M. Malone formulated a simple equation for combat success in his book, Small Unit Leadership: A Common Sense Approach. Simply put, WILL x SKILL x DRILL = KILL. This formula applies at every level of individual and collective training. A team leader may have the will or desire to lead, but lacks the experience in skills and training (drill) to be successful. Team leaders need to be given the opportunity to learn how to apply their will, increase their skill, and continually drill so they can become proficient and gain the experience they need to be effective. The start point for this equation is to place a high priority on team leader development to bridge leadership deficiencies. One possible solution is a simple, team leader certification course at the company level.

The Course

The scope of the course would involve prospective team leaders who have not yet attended PLDC. Platoon sergeants would recommend candidates to the company first sergeant who would review the potential team leader's packet to ensure his potential. The prospective team leader would be notified of his nomination and of the information he should begin studying in preparation for the course. Platoon sergeants and squad leaders are responsible for helping prepare their candidates. Those soldiers who successfully complete the course receive a training certificate and documentation in their training records. Satisfactory completion of the course could serve as ranking criteria for order-of-merit lists to PLDC and other schools. Failure to complete the course would result in counseling and the first sergeant's determination as to the candidate's future as a team leader.

The recommended course format is broken down into two phases over five days, depending, of course, on what material a company deems necessary for their team leaders. The first phase is in a classroom environment covering various topics. This phase is immediately followed by a field phase that allows practical application of subjects covered in the classroom. Courses can be scheduled six weeks out, or in accordance with the battalion's policy for submitting training schedules. Red Cycles (except for high-priority tasking weeks), or other periods of low training intensity make ideal times to schedule the course.

Once subject matter is determined, the platoon sergeants write the course outline with the first sergeant acting as the quality assurance control for the classes and their presentation. Course material is carefully reviewed, and clear tasks, conditions, and standards are established. Platoon sergeants then act as primary instructors, where appropriate. Senior squad leaders also act as instructors or as graders on training lanes in the field. Minimum course size is nine soldiers, with a maximum of eighteen. This number is manageable and keeps the strain on the company to a minimum.

Candidates are required to pass the Army Physical Fitness Test on the day before the course begins, with platoon sergeants and squad leaders scoring the events. Candidates are also required to pass the height and weight standards or tape test as applicable. During the course, candidates administer PT to their platoons or squads. Squad leaders grade the candidates on their ability to conduct a proper PT session. Following the session, the candidates receive written and oral performance counseling, which is included in their packets.