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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LEADERSHIP EXTENDS INFLUENCE BEYOND THE CHAIN OF COMMAND

While Army leaders traditionally exert influence within their unit and its established chain of
command, multiskilled leaders must also be capable of extending influence to others beyond the chain of
command. Extending influence is the second leader competency. In today’s politically and culturally
charged operational environments, even direct leaders may work closely with joint, interagency, and
multinational forces, the media, local civilians, political leaders, police forces, and nongovernmental
agencies. Extending influence requires special awareness about the differences in how influence works.

Influence

When extending influence beyond the traditional chain, leaders often have to influence without
authority designated or implied by rank or position. Civilian and military leaders often find themselves in
situations where they must build informal teams to accomplish organizational tasks.

A unique aspect of extending influence is that those who are targets of influence outside the chain
may not even recognize or willingly accept the authority that an Army leader has. Often informal teams
must be created in situations where there are no official chains of authority. In some cases, it may require
leaders to establish their credentials and capability for leading others. At other times, leaders may need to
interact as a persuasive force but not from an obvious position and attitude of power.

The key element of extending influence and building teams is the creation of a common vision
among prospective team members. At times leaders may need to interact with others as a persuasive
influence but not from an obvious position and attitude of power.