Individual Physical Readiness Training

INDIVIDUAL
4-32. An ideal unit PRT program strives to give Soldiers the knowledge they need to conduct their own quality PRT sessions between unit assemblies. The program should increase Soldier motivation so they habitually train on their own. Incorporating the PRT activities in this TC into individual duty for training (IDT) periods is one way to effect motivation with the added benefit of providing commanders a physical readiness snapshot. Most of the exercises, drills and activities in this TC support the type of RC unit PRT program described in this section. For example, Soldiers would collectively learn Conditioning Drill 1 during the unit assembly—then train on their own between unit assemblies—raise their proficiency and readiness level at the same time. Soldiers are then prepared for PRT sessions conducted during subsequent IDT and annual training periods. Few of the exercises, drills and activities in this TC require expensive or hard-to-obtain equipment so they can easily be performed individually.

Suspension Traverse

The suspension traverse is used to move personnel and equipment over rivers, ravines, and chasms, or up or down a vertical obstacle. By combining the transport-tightening system used during the rope bridge, an A Frame used for the vertical haul Line (Figure 9-24), and belay techniques device, units can make a suspension traverse (Figure 9-25 and Figure 9-26). Installing a suspension traverse can be slow and equipment intensive. Everyone must be well-trained and rehearsed in the procedures.
(1) Construction. The suspension traverse is constructed with static ropes. The max span that can be bridged is generally 75 percent length of the shortest rope. Planning considerations include those for rope bridge and vertical haul line.
(2) Equipment.
• Three static installation ropes.
• Seven sling ropes.
• Nine carabiners.
• One heavy duty double pulley.
• One locking carabiner.
• One canvas pad.

COMMANDERS AND OTHER LEADERS ARE RESPONSIBLE FOR TRAINING

1-6. Physical Readiness Training (PRT) is the commander’s program. Chapter 3, Leadership, discusses this principle of training in detail. Commanders are the primary training managers and trainers for their organization. Senior non-commissioned officers (NCOs) at every level of command are vital to helping commanders meet their training responsibilities. Senior NCOs are often the most experienced trainers in the unit; they are, therefore, essential to a successful PRT program. Leaders should emphasize the value of PRT by clearly explaining the objectives and benefits of the program. They must also use the time allotted for PRT effectively.

1-7. Each PRT session has specific tasks, conditions and standards that support the physical requirements
needed to accomplish the unit’s C- and D-METLs. As the unit’s primary training manager, commanders must
do the following to optimize the effect of PRT:

•  Incorporate mission command in PRT.
•  Supervise the planning, preparation, execution and assessment of PRT.
•  Align PRT with mission/METL requirements in support of full spectrum operations.
•  Train to standard IAW this TC.
•  Assess individual and unit physical readiness IAW this TC.
•  Provide resources required to execute PRT.
•  Incorporate safety and composite risk management (CRM).
•  Ensure training is realistic and performance-oriented.
•  Ensure training replicates the operational environment as closely as possible.

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Leader Development

8-51. Leader development is a deliberate, continuous, sequential, and progressive process grounded in the
Army Values. It grows Soldiers and civilians into competent and confident leaders capable of directing
teams and organizations to execute decisive action. Leader development is achieved through the lifelong
synthesis of the knowledge, skills, and experiences gained through institutional training and education,
organizational training, operational experience, and self-development.

8-52. Leader development takes into consideration that military leaders are inherently Soldiers first and
must be technically and tactically proficient as well as adaptive to change. Army training and leader
development therefore centers on creating trained and ready units, led by competent and confident leaders.
The concept acknowledges an important interaction that trains Soldiers now and develops leaders for the
future.

8-53. The three core domains that shape the critical learning experiences throughout Soldiers’ and leaders’
careers are—

• Institutional training.
• Training, education, and job experience gained during operational assignments.
• Self-development.

Competency-Based Leadership

For leadership to be effective in the operational environment, it is important to consider the impact of its dimensions on the members of the organization. Weather and terrain, combined with the day-night cycle, form the basis for all operations. This basic environment is influenced by technology, affecting the application of firepower, maneuver, protection and leadership. A combination of the psychological impact of mortal danger, weapons effects, difficult terrain, and the presence of enemy forces

can create chaos and confusion, turning simple tactical and operational plans into the most challenging endeavors.

Continuously building and refining values and attributes, as well as acquiring professional knowledge, is only part of becoming a competent leader. Leadership succeeds when the leader effectively acts and applies the core leader competencies and their subsets. As one moves from direct leadership positions to the organizational and strategic leader levels, those competencies take on different nuances and complexities.

As a direct leader, an example of leading would be providing mission intent. At the organizational level the leader might provide a vision and empower others, while at the strategic level the same leader would lead change and shape an entire institution for future success.