How do you communicate the impact of overload to higher?

– I’ve been using the Command Climate Survey as an opportunity to draft a memorandum of analysis with AAR comments. This seems to be the most respectful and authoritative way to present issues to higher.

– For a unit that trains collectively, highlighting failed events on “T-1” due to requirement overload should be an effective AAR product.

How do you avoid passing a similar burden on to your subordinates? Can you avoid it?

– Best case is to have a unit that insists on a training calendar, and automatically RECLAMA’s orders that can’t be supported with what’s already on the calendar. Not necessarily realistic for every mission or command, but it’s a good goal.

– Depending on the circumstance, you can say “I will always place the mission first” and take the hit at the next Command and Staff. This can lead to justifying every last hour in the Soldier’s day, so…use sparingly, if at all?

What are some techniques for getting the most out of available training time to meet the demand?

– A training calendar with appropriate backbriefs, CONOPS, etc.

– Leadership motivated to fill as many seats as they can.

– Publish slides as far in advance as possible so all prospective students get a read-ahead, and come prepared with good questions.