This is Part 1 of an 8 Part Series. The full and unredacted paper with all enclosures is available on Milsuite at https://www.milsuite.mil/book/groups/abct-training

Preface

Cavalry – The cavalry soldier must consider his horse as a part of himself, and the perfect management of the horse cannot be learned either in schools or in a few weeks of practice. If daily exercises are dispensed with, both horse and man return to their natural state, and such mounted men cease to be efficient… Cavalry is indispensable in time of war. It will always take a leading part in pursuing a retreating enemy; it is the proper arm of ordinary reconnaissances; it will always serve as eclaireurs, and as escorts, and should, in the present state of war, carry carbines and be prepared for service on foot. It is weakened and destroyed in a country without forage. Its first cost, its constant maintenance, the defects of its employment, and the system of providing horses make it expensive; but it ought nevertheless to be maintained in a complete state, for its art can only be exercised by men and horses that are properly instructed.

Cavalry Tactics – The individual instruction of men and horses should be regarded as the most important point of the whole system, and should be as simple as possible; the man should be taught to manage his horse with ease and address over all kinds of ground and at all gaits, to swim rivers, to go through certain gymnastic exercise – such as vaulting, cutting heads, to fence, to fire very frequently at a mark, and to handle his weapon with accuracy and effect at all gaits, and in all situations… Insist upon the sabre being kept sharp in the field, provide the men the means of doing so, and lay it down that the strength of the cavalry is in the “spurs and sabre.”

From Military Dictionary: Comprising Technical Definitions; Information on Raising and Keeping Troops; Actual Service; and Law, Government Regulation, and Administration Relating to Land Forces,

by Colonel H.L. Scott, USA, 1861.

Introduction

This article describes how the IRONHORSE Brigade Combat Team (BCT) employs the 1^st Cavalry Division’s Training Template to train the formation from individual Troopers to the brigade level. Doctrine tells us WHAT to train and why it is important, but this paper lays out HOW to make training effective and make your brigade lethal with all of its capabilities converging on the enemy. This template builds lethality by integrating all Warfighting Functions (WfFs) into multi-echelon training events. These assist commanders, brigade and battalion staff, operations sergeants major, and command sergeants major in training their formations with lethal individuals, crews, squads, platoons, and companies that can fight and win. Commanders visualize and communicate their vision for the training progression to enable the staff to operationalize training management and synchronize all WfFs in multi-echelon training events. This is the only way to achieve readiness and lethality in a time and budget-constrained environment. Ultimately, this template helps commanders, S3s, XOs, and staff plan and resource a cohesive training progression to bring all warfighting functions together.

Commanders owe their Troopers effective training plans that build readiness and lethality by maximizing the training value of each training event. Effective training that builds formations capable of fighting and winning in combat is a critical dimension of caring for Troopers and their families; resourcing effective training must begin months ahead of time with a clear and cohesive training template. Below are the three most critical principles for maximizing the lethality and training outcomes of training:

1) Vision: Develop and communicate a clear and commonly understood vision of how the brigade fights including which leaders have responsibility for training and running Command and Control (C2) and sustainment nodes.

2) Operationalized, Multi-Echelon Training: Maximize the use of multi-echelon training; every echelon should have training objectives that train all WfFs during all training events. If a C2 node or sustainment node deploys to the field then the responsible leader must train the node as though it is the primary training audience.

3) Tough, Realistic Training: Certifying training events are tough and realistic crucibles that replicate fighting against peer threats. Training must push formations to their limits while allowing time for quality After Action Reviews (AAR) and retraining. Not all leaders are up to the rigors of combat; replace leaders who cannot meet standards or quit.

Mission Essential Tasks (METs) and the Combined Arms Training Strategy (CATS) do not readily provide a training glide path that prepares the brigade to fight. The BCT is currently the lowest echelon combat formation capable of deployment with self-sustaining capabilities in all WfFs. BCTs must serve as the cornerstone from which subordinate commanders and staff anchor their training plans. This series shows you how to train in a narrative format with all of the supporting references, templates, and graphics included in the enclosures.

How We Fight

Ideally, Commanders have an opportunity to evaluate their units and forge a common understanding of how the unit operates before beginning the training progression. Approximately 4,200 personnel work in an ABCT from 141 Military Occupational Specialties (MOSs) and Areas of Concentration (AOCs) with a variety of experience levels and familiarity operating in their assigned duties. The ABCT, cavalry squadron, Combined Arms Battalions (CABs), a field artillery battalion, Brigade Engineer Battalion (BEB), and Brigade Support Battalion (BSB) are all complex organizations with their own systems. Proper integration of these battalions adds an additional layer of complexity and requires directive guidance about primary responsibility, expectations during execution, and standards for execution.

Brigade and Battalion Commanders must develop and communicate a common understanding of how the BCT fights and how the battalions operate together. The brigade fight is primarily in shaping the deep area with the cavalry squadron, field artillery battalion, and Echelon Above Brigade (EAB) capabilities. Even though shaping deep is the primary fight, the brigade must also synchronize actions in the close area to enable CABs to fight and win. Finally, the brigade must assign responsibility for nodes in the support area, resource the BEB with appropriate combat power to secure the support area, and build functional sustainment and maintenance systems to preserve the brigade’s combat power over an extended distance.

The BCT commander must assign leader responsibility for C2 and sustainment nodes, including which leaders are responsible for training and executing critical organizational functions. Unfortunately, the Sustainable Readiness Model, Summer / Winter move cycles, TC 3-20.0 Integrated Weapons Training Strategy requirements for certifications at echelon, leader moves for career progressions, major taskings such as Cadet Summer Training, and deployments result in a constant state of personnel transition at the BCT.

The brigade must generate a Leader Professional Development (LPD) program that educates and reinforces how the BCT fights as its Combat Leader University. The Combat Leader University also allows the brigade to achieve buy-in from battalion commanders, CSMs, field grade officers, company commanders, first sergeants, warrant officers, and staff officers on various plays on Standard Operating Procedures (SOPs). Additionally, the Combat Leader University provides commanders an opportunity to clarify ambiguities in node responsibilities that exist in doctrine and assign those responsibilities to specific leaders. Ultimately, the BCT will not succeed without buy-in and a common understanding of roles and responsibilities. The first discussions at the Combat Leader University must begin shortly after taking command.

Figure 1: How We Fight diagram showing a basic battlefield geometry and the positions and responsibilities of key leaders at Command and Control (C2) and sustainment nodes.

The Playbook

Figure 2: An example Playbook Play for Movement to Contact

The Playbook is a powerful tool for communicating how the commander visualizes fighting the brigade. While the Playbook does not relieve the staff of requirements to conduct the operations process or complete a detailed plan, it enables leaders across the brigade to understand how their formations fit into the brigade fight. Doctrine provides the baseline for the Playbook. However, the Playbook synthesizes different governing doctrine, including FM 3-96 The Brigade Combat Team, FM 3-90-1 Offense and Defense, FM 3-90-2 Reconnaissance, Security, and Tactical Enabling Tasks, ATP 3-09.42 Fire Support for the BCT, ATP 4-90 Brigade Support Battalion, with the commander’s experience and expertise.

Initially, developing The Playbook removes the abstractions and ambiguity that exist in doctrine by enabling leaders in all units in the brigade to visualize how their specific unit fits into the fight. In training and combat, the Playbook enables leaders across the BCT to initiate movement whenever a new play is called, minimizes ambiguity during transitions, greatly expedites communications between units, and enables efficient C2. Efficient C2 is especially important in an Operational Environment (OE) without permissive upper or lower tactical infrastructure between headquarters. A quintessential tool, The Playbook is a visual guide for leaders to reference, revise over the course of the training progression, and discuss during Leader Professional Development (LPD) sessions.

Let us hear your thoughts and continue the conversation on Twitter using #CAVLethal!

Disclaimer

This series is a fusion of doctrine and regulations with the authors’ experience in training and warfighting. It does not constitute the official position of FORSCOM, TRADOC, the Army, or the Department of Defense.

COL Michael Schoenfeldt is the Commander of the IRONHORSE Brigade Combat Team (1ABCT, 1CD) with 23 years of experience as an Army Officer including Tank Platoon Leader, Tank Company Commander, Cavalry Squadron Executive Officer, Brigade Executive Officer, and Combined Arms Battalion Commander. He can be reached at michael.d.schoenfeldt.mil@mail.mil.

MAJ Patrick Stallings is currently the Cavalry Squadron Operations Trainer at the National Training Center and was the Brigade S3 for the IRONHORSE Brigade Combat Team (1ABCT, 1CD) with 15 years of experience as an Army Officer including Armored Reconnaissance Platoon Leader, Stryker Reconnaissance Troop Commander, and Cavalry Squadron Executive Officer. He can be reached at michael.p.stallings4.mil@mail.mil.

Special credits to the following personnel who made invaluable contributions to this paper:

LTC Rich Groen, Commander, 1-7 CAV, 1ABCT, 1CD

LTC Neil Hollenbeck, Commander, 2-5 CAV, 1ABCT, 1CD

LTC Steve Jackowski, Commander, 2-8 CAV, 1ABCT, 1CD

LTC Ron Sprang, Commander, 2-12 CAV, 1ABCT, 1CD

LTC Nick Dvonch, Commander, 1-82 FA, 1ABCT, 1CD

LTC John Ordonio, Commander, 91 BEB, 1ABCT, 1CD

LTC Stacy Moore, Commander, 115 BSB, 1ABCT, 1CD

MAJ Brian Bifulco, Brigade XO, 1ABCT, 1CD

MAJ George Gordon, Brigade FSO, 1ABCT, 1CD and 1-82 FA Artillery BN XO

MAJ Josh Schulz, Brigade S2, 1ABCT, 1CD

MAJ Chad Lorenz, Brigade S2, 1ABCT, 1CD

MAJ Randy Donathan, Brigade S6, 1ABCT, 1CD and Brigade XO, 7^th Signal Brigade

MAJ Bernie Mabini, Battalion XO, 2-5 CAV (2-5 CAV Embedded Graphics)

MAJ CJ Wonsettler, Battalion XO, 2-12 CAV (2-12 CAV Embedded Graphics)

MAJ Tommy Sacchieri, Brigade XO, 3ABCT, 1CD (1CD Brigade Standard Training Model)

MAJ Bo Olsen, Squadron XO, 1-7 CAV (1CD Brigade Standard Training Model Whitepaper)

CPT Alex Forman, Brigade Planner, 1ABCT, 1CD

CPT Raymond Leroux, Brigade Planner, 1ABCT, 1CD

CPT Erica Ndlovu, Brigade Adjutant, 1ABCT, 1CD (Editor)

The full paper and files below are available at https://www.milsuite.mil/book/groups/abct-training

• Embedded Charts (includes full-page slides of each figure in this paper)
• IRONHORSE Playbook
• 1CD Brigade Training Model Information Paper.docx
• DA Big 12
• Crew Gunnery Administrative OPORD (IRONHORSE Smoothbore)

5A) Crew Gunnery Administrative OPORD Brief (IRONHORSE Smoothbore)

• Platoon LFX and CALFEX Administrative OPORD (IRONHORSE Fury)
• Wet Gap Crossing Tactical OPORD (IRONHORSE Fury Phase 0)
• CALFEX Tactical OPORD (IRONHORSE Fury Phase I – IV)
• CALFEX OC Packet Example
• FCX Tactical OPORD (IRONHORSE Fury 2.0)
• Brigade FTX Administrative OPORD