Army Regulation 350-1 is the keystone training regulation for all US Army units. This regulation is the source reference for all training conducted within units across the US Army. This continent 6x9 paperback is designed with commanders, executive officers, and company grade NCOs in mind for portability and ease of use.

In addition to the defeat of conventional enemy forces, Army units and leaders must be able to defeat unconventional forces, develop partner forces, protect local populations, and support civil functions. This report examines the adequacy of the Army Training and Leader Development (ATLD) system management processes, identifies areas for improvement, and develops directions that the Army could take to improve its ATLD management processes.

This work is a collection of observations, insights, and advice from over 50 serving and retired Senior Non-Commissioned Officers. These experienced Army leaders have provided for the reader, outstanding mentorship on leadership skills, tasks, and responsibilities relevant to our Army today. There is much wisdom and advice "from one leader to another" in the following pages.

Summarizes discussions with over 450 Army officers (lieutenants through colonels) about leader development in Army units. These discussions revealed that the type and extent of leader development activities vary greatly across units, but that they are generally informal and most heavily influenced by the unit commander. The authors conclude with suggestions on how the Army school system can improve leader development.

This regulation prescribes policies, procedures, and responsibilities for developing, managing, and conducting Army training and leader development.

The platoon leader and platoon sergeant are two of the most important leaders in the U.S. Army. The way platoon leaders and sergeants work together as a team can cause the success or failure of companies, battalions, brigades, and divisions. They represent the leading edge of leadership on and off the battlefield. On the battlefield, platoon leaders and sergeants build their platoons, empower squad leaders, integrate outside elements, and use troop-leading procedures to plan and lead. Off the battlefield, platoon leaders and sergeants prepare their platoon for combat through tough training. The platoon leader and platoon sergeant's ability to coach, teach, and mentor their Soldiers leads directly to the readiness of our formations. World-wide, platoon leaders and sergeants are personally leading the U.S. Army at the lowest level. This handbook is a guide for new leaders to help prepare them for a critical crucible of leadership that will determine the U.S. Army's ability to fight and win our country's wars.

ADP 6-22 describes enduring concepts of leadership through the core competencies and attributes required of leaders of all cohorts and all organizations, regardless of mission or setting. These principles reflect decades of experience and validated scientific knowledge.An ideal Army leader serves as a role model through strong intellect, physical presence, professional competence, and moral character. An Army leader is able and willing to act decisively, within superior leaders' intent and purpose, and in the organization's best interests. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Every member of the Army, military or civilian, is part of a team and functions in the role of leader and subordinate. Being a good subordinate is part of being an effective leader. Leaders do not just lead subordinates--they also lead other leaders. Leaders are not limited to just those designated by position, rank, or authority.

Battle Focused Training, FM 7-1, is the Army's doctrinal foundation for how to train, and it is applicable to all units and organizations of the Army. It explains how the Army assesses, plans, prepares, and executes training and leader development; it is critical to all the Army does. The goal of this manual is to create leaders who know how to think and apply enduring training principles to their units and organizations. FM 7-0 introduces the training cycle, the linkage of Army training and leader development, and the three domains where training occurs—the operational, institutional, and self-development domains. FM 7-1 defines The Army Training System, outlines who is responsible for training and training support, and describes how to conduct training. This top-to-bottom understanding of training—ranging from policy and resources allocation at Headquarters, Department of the Army to unit and organization methods—is critical to executing training successfully and to linking the three domains where training occurs. The training doctrine in this manual will shape Army training regulations and support unit and organization training plans. The emphasis is on teaching leaders to think through the training process, as opposed to simply following a prescribed method. There is no training model or strategy that can achieve warfighting readiness in a unit without intensive leadership to build both competence and confidence. FM 7-1 builds on task, condition, and standards-based training. Knowing the task, assessing the level of proficiency against the standard, and developing a sustaining or improving training plan is the essence of all Army training and development. But warfighting readiness is about more than just technical competence. It is about developing confidence through trust—soldier-to soldier, leader-to-led, and unit-to-unit—and the will to succeed. It is about leadership. Understanding how to conduct tough, realistic training at every echelon of the Army sets the foundation for successful multi echelon, joint, interagency, and coalition operations. Leaders train the unit and organizational capabilities required to fight and win across the full spectrum of operations. This manual provides leaders with the doctrinal guidelines for how to train, and is the basis for successful training and operations. Soldiers have never let the nation fail—it is essential to train soldiers and units to uphold the Army's nonnegotiable contract with the American people—to fight and win the nation's wars, decisively.

What does it take to lead an army in battle? What does it take to win? Competent leaders of character are essential for the Army to meet the challenges in the dangerous and complex security environment we face today. The U.S. Army Leadership Handbook (FM 6-22) is the Army’s flagship field manual on leadership. It establishes leadership doctrine and fundamental principles for all officers, noncommissioned officers, and Army civilians across all components using the “BE-KNOW-DO” concept. It is critical that Army leaders be agile, multiskilled athletes who have strong moral character, broad knowledge, and keen intellect. Leaders—military and civilian alike—must set the example, teach, and mentor, and this manual provides the principles, concepts, and training to accomplish this important task. Filled with leadership principles crucial to the U.S. military and equally applicable to leaders in any walk of life, this up-to-date manual from the Army will teach all leaders everything they need to know.

Army leaders are the competitive advantage the Army possesses that technology cannot replace nor be substituted by advanced weaponry and platforms. Today's Army demands trained and ready units with agile, proficient leaders. Developing our leaders is integral to our institutional success today and tomorrow. It is an important investment to make for the future of the Army because it builds trust in relationships and units, prepares leaders for future uncertainty, and is critical to readiness and our Army's success. Leader development programs must recognize, produce, and reward leaders who are inquisitive, creative, adaptable, and capable of exercising mission command. Leaders exhibit commitment to developing subordinates through execution of their professional responsibility to teach, counsel, coach, and mentor subordinates. Successful, robust leader development programs incorporate accountability, engagement, and commitment; create agile and competent leaders; produce stronger organizations and teams...