Military reference books and manuals (2009-2023, Volume 7)

Appendix A (Final Draft—Not for Implementation)

2047

ANALOG MEDIA

2048

A-6. Most files will be digitized and screened. CAT II linguists and analysts in screening will move analog

2049

media files containing SLC to an SLC folder with restricted access. The processing site will move these SLC

2050

files to the appropriate folder on the CI SIPRNET directory for processing. The processing site will also retrieve

2051

the original media from the warehouse and store it in a secure storage area.

2052

HANDLING SPECIFIC LIMITING CRITERIA FROM END-OF-SHIFT REPORTS

2053

A-7. Some documents containing SLC may inadvertently be overlooked during screening and be processed

2054

through translation, quality control, and review. In order to ensure SLC data doesn’t filter into the National

2055

Harmony Database, there is an additional opportunity to remove SLC from the DOMEX workflow — the daily

2056

end-of-shift report in the DOMEX Suite. This report contains the Harmony number, date of information, batch

2057

number, number of pages, and the gist summary of every file that cleared review during the previous day,

2058

including any reports from either digital or analog media sections on items exploited within their respective

2059

sections. This report is titled by the date and indicates whether or not the report has been reviewed by the CI

2060

custodian/team. This report is sent only to the processing site analysts, S-2 section, other Government agency

2061

(OGA) representative, FBI representative, and the CI custodian/team.

2062

The CI team reviews the end-of-shift report and removes any information that contains SLC. Upon

2063

completion of the CI review, the CI team will rename the report to indicate it has passed the CI

2064

review and send it back to the S-2 for distribution.

2065

The S-2 renames the report to the daily watch report and distributes it.

2066

The CI team logs any new Harmony records, from the watch report that contains SLC, into their

2067

tracking database.

2068

EXPUNGING HARMONY DATABASE RECORDS AND PORTABLE DATA FILES (PDFS) CONTAINING

2069

SPECIFIC LIMITING CRITERIA

2070

A-8. The following procedures will ensure SLC information is expunged:

2071

For documents removed during screening, there is no Harmony database record or PDF to expunge.

2072

For Harmony database records identified in the end-of-shift report, the CI team will take the

2073

following actions:

2074

Log Harmony numbers into the CI custodian/team document tracking database.

2075

Contact all teams who may have had access to the identified files directing them to expunge the

2076

files from the DHDS database and the National Harmony Database. The National Harmony Database

2077

record (and associate TIFF or PDF) will be cut from the local system and copied to an internal CI

2078

DOMEX Suite local area network (LAN). This will allow the CI custodian/team to have access to the

2079

metadata and summary translation that were already created. The CI custodian/team will verify that

2080

the files have been expunged from the local DOMEX Suite database then record the expunge date in

2081

the tracking database.

2082

Contact NGIC with information of the National Harmony Database files containing SLC

2083

requesting them to expunge the PDFs. NGIC will reply via e-mail when the PDFs have been

2084

expunged. The expunge date will be recorded in the tracking database.

2085

The hardcopy file containing SLC will be retrieved from the warehouse and filed in a secure

2086

storage area.

2087

A-9. The CI custodian/team at the processing site will conduct periodic checks in both the National Harmony

2088

Database and the local DOMEX Suite database to ensure the process is working. This is achieved by conducting

2089

an audit of records in the CI DOMEX Suite LAN to see if any of those same records are in the National

2090

Harmony Database. If any SLC records are found, steps will be taken to expunge those records.

A-2

ATTP 2-91.5

Publication Date (Date Pending)

FOR OFFICIAL USE ONLY

Handling and Processing of Specific Limiting Criteria Information (Final Draft—Not for Implementation)

2091

REINTRODUCING NON- SPECIFIC LIMITING CRITERIA DOCUMENTS INTO WORKFLOW

2092

A-10. Since many Harmony records contain groupings of files that are not necessarily from the same document,

2093

for example, a grouping of memos and other correspondence, it is highly likely that there will be several

2094

documents that don’t contain SLC that should be reintroduced into the workflow process.

2095

A-11. The document or documents containing SLC will retain the original Harmony number. The non-SLC

2096

documents will be reintroduced at screening. If the non-SLC information that is being reintroduced comes from

2097

a document that has SLC, then the Harmony number assigned to the SLC information is referenced in the

2098

comment field in DOMEX Suite. The documents are turned in for screening.

2099

A-12. They are screened, assigned a new Harmony number, scanned, and returned to the warehouse for

2100

archiving.

2101

REINTRODUCING HARMONY RECORDS WITHOUT SPECIFIC LIMITING CRITERIA DATA

2102

A-13. When the CI team pulls Harmony records with suspected SLC data from the end-of-shift report, they

2103

sometimes determine that the records, in fact, do not contain any SLC data.

2104

A-14. In these cases, the metadata and portable data file would have already been expunged from both the local

2105

database and the National Harmony Database and must therefore be reintroduced. The processing site must take

2106

steps to ensure that the file is then transferred to the National Harmony Database.

2107

Publication Date (Date Pending)

ATTP 2-91.5

A-3

FOR OFFICIAL USE ONLY

(Final Draft—Not for Implementation)

2108

Appendix B

2109

Sworn Statement

2110

B-1. Sworn statements are recorded on DA Form 2823 (Sworn Statement) as depicted in figure B-1.

2111

B-2. To permit written statements to be used in judicial proceedings, the DA Form 2823 must be carefully and

2112

completely prepared as indicated in following—

2113

Block 1. Enter the geographic location such as the city or installation in which the statement was

2114

rendered.

2115

Block 2. Enter the date of the interview. Have the interviewee initial above the date after he signs the

2116

sworn affidavit located on the last page of the statement.

2117

Block 3. Have the interviewee write in the time and initial above it after he signs the sworn affidavit

2118

located on the last page of the statement.

2119

Block 4. Enter the CID or military police case file sequence number, if applicable.

2120

Block 5. Enter the interviewee’s last name, first name, and middle initial.

2121

Block 6. Enter the interviewee’s SSN, if applicable.

2122

Block 7. Enter the military or civilian pay grade of the person being advised; for example, E-3, O-3,

2123

GS-09, or ―Civ‖ if there is no military affiliation. If the person is in the military, indicate his status as

2124

AD, USAR, or USNG.

2125

Block 8. Enter the interviewee’s complete military or governmental organization including unit,

2126

installation, state, and zip code or APO or FPO. If interviewing a civilian who does not have any

2127

military affiliation, enter his current home address including the city, state, and zip code or APO or

2128

FPO.

2129

Block 9. In most cases, the statement will consist of a narrative section followed by a question and

2130

answer portion. The narrative format is where the interviewee provides his version (in his own words

2131

but not necessarily verbatim) of events in a logical story-based format. After the entire story is laid

2132

out in the narrative format, questions and answers will be used to draw out inconsistencies, gaps, and

2133

other issues that are not clear. If the teams of proof were not adequately addressed in the narrative,

2134

they must be addressed by specific questions that will draw out these details. Seasoned investigators

2135

may use several questions to resolve one team of an offense, as opposed to formulating one question

2136

directly from the Uniform Code of Military Justice (UCMJ). For example, do not ask the interviewee

2137

―When you struck the man in the head with the brick, did you intend to cause grievous bodily harm

2138

or death?‖ because this almost compels him to lie. The entirety of the statement should answer the

2139

who, what, when, where, why, and how of the incident. The statement must specify the times and

2140

dates of specific acts and the methods used to complete the crime or incident. The interviewee must

2141

be given the chance to edit the statement when it is completed by asking, ―Is there anything you

2142

would like to add or delete from this statement at this time?‖ After the last word in the body of the

2143

statement, write ―End of Statement‖ to close it out. If the statement will not fit on the front, back, and

2144

top of the final page of DA Form 2823, use continuation pages.

2145

Publication Date (Date Pending)

ATTP 2-91.5

B-1

FOR OFFICIAL USE ONLY

(Final Draft—Not for Implementation)

2148

Glossary

2149

SECTION I - ACRONYMS AND ABBREVIATIONS

5Ss + T

search, silence, segregate, speed, safeguard, and tag

analyst comment

ADCON

administrative control

AHA

ammunition holding area

area of operations

Army regulation

ATTP

Army tactics, techniques, and procedures

BAT

biometric automated toolkit

CAPCO

controlled access program coordination office

CAT

category

CBRNE

chemical, biological, radiological, nuclear, and high-yield explosive

CCIR

commanders’ critical information requirements

compact disk

CDSE

cryptologic direct support team

CED

captured enemy document

CELLEX

cell phone exploitation

CEM

captured enemy material

counterintelligence

CMPC

combined media processing center

CONUS

continental United States

COP

common operational picture

D2C

dirty-to-clean

DHDS

deployable harmony document exploitation suite

DHDS-CT

deployable harmony document exploitation suite -collection tool

DHDS-T

deployable harmony document exploitation suite -template

DOCEX

document exploitation

DOD

Department of Defense

DOI

date of issue

DOMEX

document and media exploitation

DOT

date of translation

DRS

detainee reporting system

DTG

date-time group

digital video

DVD

digital video disk

Publication Date (Draft)

ATTP 2-91.5

Glossary-1

FOR OFFICIAL USE ONLY

Glossary (Final Draft—Not for Implementation)

EOD

Explosive Ordinance Detachment

field manual

FOUO

for official use only

GMID

General Military Intelligence Directorate

HIIDE

handheld interagency identity detection equipment

HUMINT

human intelligence

identification

IDCP

initial detainee collection point

IED

improvised explosive device

IIR

intelligence information report

ISR

intelligence, surveillance, and reconnaissance

JDEC

joint document exploitation center

JIDC

joint interrogation and debriefing center

joint publication

MDMP

military decisionmaking process

MEDEX

media exploitation

METT-TC

mission, enemy, terrain and weather, troops and support available-time

available and civil considerations

MFLT

machine foreign language translation

military intelligence

military police

NEW

net explosive weight

NGIC

National Ground Intelligence Center

OPORD

operation order

PIR

priority intelligence requirements

PSA

personal search agent

PSYOP

Psychological Operations

RSLP

reserve language support program

RST

raid support team

SALUTE

size, activity, location, unit, time, and equipment

SIGINT

signals intelligence

SIM

subscriber identity module

SIR

specific information requirement

SLC

specific limiting criteria

SMS

short message service

SOP

standing operating procedures

training circular

translator comment

TECHINT

technical intelligence

TED

theater exploitation database

Glossary-2

ATTP 2-91.5

Publication Date (Draft)

FOR OFFICIAL USE ONLY

(Final Draft—Not for Implementation)

2161

References

2162

REQUIRED PUBLICATIONS

2163

These documents must be available to the intended user of this publication.

2164

ARMY PUBLICATIONS

2165

FM 1-02. Operational Terms and Graphics. 21 September 2004.

2166

FM 2-0. Intelligence. 23 March 2010.

2167

FM 3-0. Operations. 27 February 2008.

2168

TC 2-91.8. Document and Media Exploitation. DD Month 2010.

2169

JOINT PUBLICATIONS

2170

JP 1-02. Department of Defense Dictionary of Military and Associated Terms. 12 April 2001.

2171

JP 2-0. Joint Intelligence. 22 June 2007.

2172

JP 3-0. Joint Operations. 17 September 2006.

2173

RELATED PUBLICATIONS

2174

These sources contain relevant supplemental information.

2175

JOINT PUBLICATIONS

2176

JP 3-35. Deployment and Redeployment Operations. 7 May 2007.

2177

JP 3-59. Meteorological and Oceanic Operations. 24 September 2008.

2178

JP 3-60. Joint Targeting. 13 April 2007.

2179

JP 4-0. Joint Logistics. 18 July 2008.

2180

JP 5-0. Doctrine for Planning Joint Operations. 20 January 2005.

2181

ARMY PUBLICATIONS

2182

AR 190-11. Physical Security of Arms, Ammunition, and Explosives. DD Month YYYY

2183

AR 190-13. The Army Physical Security Program. 4 June 1993.

2184

AR 380-67. The Department of the Army Personnel Security Program. 9 September 1988.

2185

AR 381-10. U.S. Army Intelligence Activities. 3 May 2007.

2186

ATTP 3-90.15. Site Exploitation Operations. DD Month 2010.

2187

DA PAM 385-64. Ammunition and Explosives Safety Standards. DD Month YYYY

2188

FM 2-19.4. Brigade Combat Team Intelligence Operations. 25 November 2008.

2189

FM 2-22.3. Human Intelligence Collector Operations. 6 September 2006.

2190

TC 2-22.4. Technical Intelligence. 19 November 2010.

2191

RELATED PUBLICATIONS

2192

These sources contain relevant supplemental information.

2193

None.

Publication Date (Date Pending)

ATTP 2-91.5

References-1

FOR OFFICIAL USE ONLY

Handling Instructions for CALL

Electronic Media and Paper Products

Center for Army Lessons Learned (CALL) authorizes official use of this CALL

product for operational and institutional purposes that contribute to the overall

success of U.S., coalition, and allied efforts.

The information contained in this product reflects the actions of units in the field

and may not necessarily be approved U.S. Army policy or doctrine.

This product is designed for official use by U.S., coalition, and allied personnel and

cannot be released to the public without the expressed written consent of CALL.

This product has been furnished with the expressed understanding that it will be

used for official defense-related purposes only and that it will be afforded the same

degree of protection that the U.S. affords information marked “U.S.

UNCLASSIFIED, For Official Use Only [FOUO]” in accordance with U.S. Army

Regulation (AR) 380-5, section 5-2.

Official military and civil service/government personnel, to include all coalition

and allied partners may paraphrase; quote; or use sentences, phrases, and

paragraphs for integration into official products or research. However, integration

of CALL “U.S. UNCLASSIFIED, For Official Use Only [FOUO]” information into

official products or research renders them FOUO, and they must be maintained and

controlled within official channels and cannot be released to the public without the

expressed written consent of CALL.

This product may be placed on protected UNCLASSIFIED intranets within military

organizations or units, provided that access is restricted through user ID and

password or other authentication means to ensure that only properly accredited

military and government officials have access to these products.

Regulations strictly forbid posting CALL “U.S. UNCLASSIFIED, For Official Use

Only [FOUO]” documents to Department of Defense (DOD) Websites that do not

restrict access to authorized personnel. AR-25-1, 15 Jul 2005, Army Knowledge

Management and Information Technology, paragraph 6-4 n (2) (b) and DOD Web

Site Administration Policy and Procedures (11 Jan 2002), Part II, paragraph 3.6.1

require appropriate mechanisms to protect sensitive information.

When no longer needed, all CALL “U.S. UNCLASSIFIED, For Official Use Only

[FOUO]” paper products and electronic media will be shredded or destroyed using

approved paper shredders or CDROM destroyers.

To allied and coalition personnel:

This information is furnished with the understanding that it is to be used for defense

purposes only, that it is to be afforded essentially the same degree of security

protection as such information is afforded by the United States, and that it is not to

be revealed to another country or international organization without the written

consent of CALL.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

Foreword

The Center for Army Lessons Learned has partnered with the Basic Combat

Training Center of Excellence and Fort Jackson to assist drill sergeants to prepare,

train, and lead our new Soldiers in their transition to ground combatant.

Mistakes occur more frequently during the first and last cycles of your drill

sergeant tour. During the first cycle, you are one of the least experienced drill

sergeants and lack knowledge of the command climate. This handbook will alert

you to some common errors so you do not make them. These mistakes can be

detrimental to your Army career and negatively affect the lives of your Soldiers.

During your last cycle, you may get too relaxed and have a false sense of security.

Do not fall into that trap. We, as leaders, must give you all the tools you need for

success.

This handbook is designed to help you through one of the most difficult and

challenging missions of your Army career—teaching and molding our future

Soldiers to train, fight, and win in the Global War on Terrorism. It gives “street

smart” advice from more experienced current and former drill sergeants who also

want you to succeed. In this handbook, they show you how to be a better leader,

handle the many pressures of your position, and overcome numerous training

obstacles.

Your excellence as a drill sergeant equates to hundreds of Soldiers’ lives saved.

Being a drill sergeant is a serious and tough job, but with perseverance and

dedication, you can do it!

BRADLEY W. MAY

Brigadier General, U.S. Army

Commanding

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

Drill Sergeant Handbook

Table of Contents

Introduction

Chapter 1. Knowledge

Chapter 2. Skills

Chapter 3. Abilities

Chapter 4. Attitude

Appendix A. References

Appendix B. Drill Sergeant Peer Evaluation Form

Appendix C. Soldier Assessment Form(IET Soldiers)

Appendix D. Basic Combat Training Smart Card

Appendix E. Major General John M. Schofield's Definition of

Discipline

Center for Army Lessons Learned

Director

Colonel Robert W. Forrester

Project Analyst

Michael Pridgen

Production Coordinator

Valerie Tystad

Editor

Jenny Solon

Graphic Artist

Dan Neal

Printing Support Liaison

Candice Miller

The point of contact for this handbook is Mr. James E. Walthes, Director, Doctrine

and Training Development Division (803-751-6511/1137 or DSN 734-6511/1137;

jim.walthes@us.army.mil).

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

iii

For Official Use Only

DRILL SERGEANT HANDBOOK

Introduction

Being a drill sergeant may be the most challenging and rewarding assignment a

noncommissioned officer will ever experience during his military career.

While training initial entry Soldiers to fight and win in today’s Global War on

Terrorism, drill sergeants must embody and reflect the Army’s values and

standards. They must also be:

• Effective communicators.

• Sound administrators.

• Motivators.

• Proficient instructors.

• Effective coaches, mentors, and counselors.

This handbook is designed to help new drill sergeants conquer the many challenges

of their assignment and succeed in their mission of training Soldiers.

Primary sources for this handbook are current drill sergeants from The United

States Army Drill Sergeant School, Fort Jackson, SC, and former drill sergeants at

the Basic Combat Training Center of Excellence. Special thanks to each installation

Drill Sergeant of the Year for their valued input. A full list of references is located

at Appendix A.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

Chapter 1

Knowledge

On Orders for Drill Sergeant Duty?

Prepare yourself for your new mission:

•

Learn the Drill Sergeant Creed and the Soldier’s Creed.

•

Get in shape (mentally as well as physically) and eat right while

preparing yourself for a challenging but rewarding experience. Be

open-minded.

•

Prepare your Family for a challenging assignment. Explain that you will

be required to work late nights, early mornings, weekends, and holidays.

Connect your spouse with local Family resource centers.

•

Talk to other current or former drill sergeants in your unit or area. They

will give you helpful advice and support.

•

Be familiar with the talk-through, step-by-step, and by-the-numbers

methods of instruction located in the Module Handbook (at

<http://www.jackson.army.mil/units/drill/index.html>) for the following:

º Stationary drills

º Facing movements at the halt

º Steps and marching

º Basic manual of arms

º Advanced manual of arms

º Squad drill

º Platoon drill

•

Study Field Manual (FM) 3-22.20, Army Physical Readiness Training.

Focus on executing the exercises.

•

Be familiar with United States Army Training and Doctrine Command

(TRADOC) Regulation (TR) 350-6, Enlisted Initial Entry Training (IET)

Policies and Administration, and TR 350-16, Drill Sergeant Program.

•

Have confidence in yourself. If you are an outstanding noncommissioned

officer (NCO), then you will be an outstanding drill sergeant. If you are

not an outstanding NCO, determine what you need to improve with a

solid action plan.

•

Learn a couple of marching and running cadences prior to attending Drill

Sergeant School. Practice calling cadence with your current unit.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

CENTER FOR ARMY LESSONS LEARNED

• Study the drill sergeant history to get a different perspective of the

organization and a new level of pride. Visit the Basic Combat Training

(BCT) homepage at <http://www.bct.army.mil> to see the history of the

Drill Sergeant School or the United States Army Drill Sergeant School

(USADSS) Website at <http://www.jackson.army.mil/units/drill/index.html>

for more information.

When you report to your unit:

•

Be motivated and open-minded. Drill sergeant duty is what you make of

it. Do not be afraid to ask questions or say “I don’t know.”

•

Look for great leadership. Seek a mentor with similar leadership styles

and abilities. Pick his brain—find out how he does things so well.

•

Find out what works for you. Surround yourself with positive, motivated

leaders.

•

Observe and then jump in with both feet while being critiqued by the

more experienced drill sergeants. Seek feedback from your peers.

Volunteer to explain or demonstrate so you can ultimately become the

training expert.

•

Keep the lines of communication open between you, your peers, and your

chain of command.

•

Keep your supervisor informed of any Family issues or appointments that

can distract you from training Soldiers. Make sure your Family is settled.

Ask your supervisor for more time up front if you need it.

•

Stress the Army Values and never violate them! Enforce respect and

self-discipline.

•

Be knowledgeable on FM 3-22.20, TR 350-6 (especially Chapter 2,

which discusses phase training and the associated goals and privileges for

BCT, advanced individual training [AIT], and one station unit training

[OSUT] Soldiers), and TR 350-16.

•

Consult subject matter experts (SMEs) on tactics and become an SME

yourself. Do not pretend to know what you are talking about.

•

Seek advice from the more experienced drill sergeants on how and when

to counsel your Soldiers.

•

Check your emotions at the door—be thick skinned! Remember your own

BCT experience (what frustrated you and what motivated you).

•

Take what you learned at the USADSS and integrate it into your scope of

training.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

New Drill Sergeants

As a new drill sergeant, you should:

• Avoid being extra tough or mean in order to gain respect from the other

drill sergeants. You will be judged on your knowledge and abilities.

• Speak up. If you have a question, ask! Go directly to the SME for

assistance, advice, or guidance prior to instructing a class.

• Take control of the situation, and do not let yourself be intimidated.

• Avoid using gender to circumvent a duty or task.

• Design your own techniques on how to handle Soldiers. Be direct and fair

to ensure all Soldiers know the rules and regulations. Let them know

what will and will not be tolerated or accepted.

• Counsel all violations.

• Avoid excessive screaming; it becomes a distraction and could make your

job difficult.

• Ensure your battle buddy supports your decisions; you are part of a team.

Outcomes-Based Training

Outcomes-based training (OBT) is the approach to training that stresses the

desired end state/outcomes for all tasks; this approach equally develops

mental intangibles, attributes, and a deeper understanding of the tasks being

trained as they apply to combat, personal accountability, and Warrior

Ethos. Every military task trained should be based on mastering

fundamentals required for excellence and combat success, how the task ties

into other supported or supporting tasks/functions, how the task applies to

the individual’s personal responsibilities, and how the execution of the task

develops and validates the Warrior Ethos.

Every individual task that we train should be viewed holistically, combining

all possible associated training benefits. This approach allows trainers the

opportunity to train supplemental/related individual tasks simultaneously,

to teach how these tasks work together to achieve superior synergistic

results, and to tie into training the development of multiple intangible

attributes which link directly to the Warrior Ethos. While individual OBT

will need focused attention (specific movements, zeroing procedures,

plotting coordinates, etc.), trainers should always tie back into the training

session all related factors: how the task ties into others, the combat

application (if applicable—some tasks have little combat application but are

important for the soldierization process), personal responsibilities tied to

tasks, and the Warrior Ethos.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

CENTER FOR ARMY LESSONS LEARNED

All of these should be linked to the specified individual tasks and explained in

enough detail to provide the fundamental knowledge to allow Soldiers to

understand fully, make future decisions as conditions change, and provide

input for better methods. It is implied that throughout the execution of OBT,

trainers must teach the fundamentals/principles to a level that ensures

Soldiers retain the knowledge required to understand the task completely and

gain personal accountability in the task execution.

Trainers must consistently talk with their Soldiers to ensure that this deeper

understanding is resonating with each individual and that they have

explained in enough detail that the Soldier truly understands what

performance is expected.

They must measure how well the Soldiers understand through the Soldiers’

demonstrated application, their ability to explain, the level of personal

responsibility they take with task execution, and the level of excellence they

achieve. As the trainer moves Soldiers through individual tasks, they must

ensure the Soldier understands how tasks support additional or related tasks,

building towards holistic achievements for multiple tasks. This approach will

assist unit leaders as they develop training into collective requirements;

Soldiers will better understand the linkage of individual tasks to collective

tasks. They will also better understand how individual performance ties into

unit success and mission accomplishment. When executed properly, this

methodology will ultimately lead to task proficiency, development of

intangible attributes, knowledge-based understanding, and an understanding

of how all tasks combine for unit success.

—Comments from a Command Sergeant Major

These concept slides may also help:

Working Definition for Outcomes-Based Training

Outcomes-based training is a philosophical approach to military training

that stresses the end state of the Soldier’s mental intangibles, attributes, and

skills required by the commander for combat. The training is guided by the

commander’s intent and unit initiative to obtain the greatest effectiveness

and not focused on process-driven requirements.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

Working Principles of Outcomes-Based Training

Training designed to obtain desired combat-required outcomes in Soldiers

to include mental intangibles, attributes, and skills.

Develops effectiveness instead of fixating on efficiency and restrictive

processes.

Training allows Soldiers to make appropriate decisions and to understand

the "why" behind various tasks.

Commanders and cadre assess Soldier outcomes to ensure desired results

are obtained.

Outcomes-based training is a tool commanders use to measure their Soldiers’ and

units’ progress and make adjustments as they see fit. By carefully analyzing and

evaluating training, commanders can determine if Soldiers are obtaining the desired

outcome.

Units across United States Army Accessions Command (USAAC) have adopted

outcomes-based training in different ways. The five elements depicted in Figure 1-1

have been approved by USAAC; however, they can be modified by units to fit their

particular missions and desires.

Figure 1-1

Use outcomes-based training posters throughout your company or training area to

inspire Soldiers.

Refer to the outcomes-based training concept before, during, and after training

sessions. Believe in the concept, and you will come across to the Soldiers as

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genuine. Incorporate everything you do or say with the desired outcomes. Always

reassess yourself so you can give the most effective training.

An additional week of basic combat training is provided for commanders to meet

outcomes-based training requirements in FY09. No additional training is added to

the program of instruction, allowing commanders to schedule training events based

on the unit’s training performance.

New Soldier Processing

As a drill sergeant, you should take the time to know and understand the entire

Soldier processing flow—recruitment, military enlistment processing station

(MEPS), Reception Battalion, BCT/OSUT/AIT, and reporting to the first duty

station. You have the most important role in the development process:

• Develop a good rapport with the reception personnel.

• Correct every deficiency as early as possible (especially in the first two

weeks). Make sure Soldiers understand why they are being corrected and

what the action could cause. For example, new Soldiers who do not make

their bunks to standard display a lack of attention to detail and

time-management skills. Remember that every Soldier brings a certain

amount of baggage with him that could possibly interfere with his

performance during training.

• Ensure Soldiers know that they are now a part of the Army Family and

that you care about their safety and well-being, are willing to help, and

believe in them and their abilities.

• Take time to learn about new Soldiers. Do not assume they are weak or

“worse” than Soldiers you trained in the past. Some Soldiers will be older

than you; some will still be in high school

Reception Battalion Operations

Understand the Reception Battalion's role in processing new Soldiers and how the

battalion can assist you.

Typical arrival schedule:

• First four hours:

º Meet your drill sergeant

º Initial processing

º Amnesty room

º Physical training (PT) uniform issue

º Late dinner

º Assigned to a company

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•

Day

Wake up

Tuberculosis Tine test

Pay (via EZPay card)

Haircut

Medical processing (DNA, blood, optometry, audiology)

Post exchange (shoe type and size check)

•

Day

Personnel administration branch

Common access card

Clothing initial issue point (CIIP)

Dental processing

Top Secret security screening

•

Day

PPDE evaluation (medical)

Immunizations (mumps, measles, rubella; polio; meningitis; flu;

tetanus)

Optometry

Photographs

PPDE brief (medical)

Correct various discrepancies

Moment of truth ceremony

Ship to BCT

Expedited/Blended Reception Model

Expedited/blended reception is the process of receiving, processing, and training

Soldiers from the moment of arrival. The blending of reception and training

immediately starts the transformation process from civilian to Soldier. BCT/OSUT

drill sergeants command and control all newly arriving Soldiers from the moment

they arrive on the installation. This process creates an environment where

BCT/OSUT cadre set and enforce standards from the Soldier’s night of arrival

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through graduation day. The one BCT/OSUT cadre has immediate ownership of the

new Soldier.

BCT units receive all Soldiers arriving Monday-Thursday. Soldiers who arrive

Friday-Sunday will be processed by the reception battalion and handed off on

Monday to their BCT unit.

Expedited/Blended Reception Model

Sun

Sat

Sun

Sat

Monday

arrivals

Tuesday arrivals

Wednesday arrivals

Thursday arrivals

Friday and

weekend arrivals

Monday arrivals

Received by Rec BN

Received by BCT BN

Notes:

Legend:

BCT unit will receive all Soldiers arriving Monday -

Thursday

Processing window

Soldiers who arrive on Friday - Sunday will be

processed by the Reception BN and handed off on

BCT Start Date

Monday to the next BCT unit

Figure 1-2

Use expedited/blended reception to get to know your Soldiers. Read the Soldiers’

personnel data forms or talk to them about why they joined the Army, any Family

issues they have, names of their children, and so on.

Develop an effective reception so Soldiers are focused on being Soldiers and not on

the process. The goal of this program is for Soldiers to receive a best first

impression of the Army and embrace their decision to join.

Expedited/blended reception eliminates multiple chains of command, establishes

defined standards, and reduces a Soldier’s confusion. It increases drill

sergeant/Soldier fusion; you understand the Soldier and begin to teach, coach, and

mentor faster. Expedited/blended reception reduces a new Soldier's emotional

turbulence.

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Conduct a one-on-one informal counseling session between you and the Soldier

within 48 hours of the Soldier’s arrival:

• Find out why your new Soldiers really joined the military.

• Conduct in-depth counseling to determine the success of the platoon for

the next several months.

One of the biggest challenges in expedited/blended reception is communication

between the Reception Battalion cadre/staff and the drill sergeants. Reception

Battalion cadre/staff need to support the drill sergeants’ needs/requests, and drill

sergeants need to coordinate (as early as possible) with the Reception Battalion

cadre/staff and be open to suggestions.

Some advantages to expedited/blended reception include the following:

•

You are the primary trainer and have the ability to manage the reception

process and intertwine key training tasks associated with BCT while

capturing unused time to instruct Soldiers on vital warrior tasks.

•

Drill sergeants can quickly begin training Red Phase tasks (immersion in

the Army’s core values, traditions, Warrior Ethos, ethics, individual BCT

skills, teamwork, and PT) earlier.

•

Time spent at the Reception Battalion is reduced or eliminated.

•

Drill sergeant is upfront during new Soldier processing so that problems

(clothing issue, medical problems, pay, boots, glasses, etc.) are corrected

at the earliest possible time.

•

Soldiers have no time to pick up bad habits or advice from others at the

Reception Battalion.

•

Soldiers experience one BCT standard. Soldiers are more responsive

when they have one chain of command leading them from start to finish.

•

Soldiers arrive at reception as close to Army Training Requirements and

Resources System (ATRRS) start date as possible.

•

Transportation requirements for moving new Soldiers are reduced. The

ultimate goal is movement from arrival by airplane/bus to BCT barracks.

Reception barracks may be necessary based on installation needs.

•

Expedited/blended reception could possibly limit your cycle breaks. For

example, you could graduate a class on Friday, ship them on Saturday,

and then pick up a new class on Monday (depending on the time of year).

Drill and Ceremonies

Use cadence to reinforce learning while marching to and from all training sites or

during PT (dress-right-dress, cover, recover, right face, left face, etc.).

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Teach Soldiers as much drill and ceremonies as possible; go beyond the minimum

requirements; take advantage of breaks in training. Help Soldiers improve through

continuous practice or drill and ceremonies competitions. Your training will pay off

when you proudly march them at graduation.

There are many advantages to using your Junior Reserve Officer Training Corps

(JROTC) Soldiers to demonstrate drill and ceremonies:

• They know most of the techniques and can show other Soldiers how to

perform them correctly.

• They provide a good visualization, so you will have less to correct.

• They show how receptive the Soldiers are; they learn faster using this

approach, and it gives them an opportunity to develop their leadership

skills.

Army Knowledge Online (AKO) Website

During registration at the MEPS, Soldiers are assigned an AKO account and

receive specific instructions on its use. During training, Soldiers have little

opportunity to use their AKO accounts. They normally forget their AKO login

information by the time they get to AIT. Soldiers are also not familiar with the

“MyPay” system. You should brief them on both AKO and MyPay prior to

completing training.

Recognizing the Soldier’s Potential

Techniques for using Soldiers to assist training include the following:

• Identify all Soldiers early so you can use them in different leadership

positions (platoon leaders, squad leaders, or team leaders). Pinpoint their

leadership traits/strengths and leverage as much as possible.

• Have the platoon come up with its own motto; it gives them a sense of

ownership and instills pride.

• Have Soldiers assist you in preparing packets for the next cycle; it makes

for a smoother reception.

• Have Soldiers write a “real deal” history of themselves (stress how

important it is for them to tell the truth no matter how difficult it may be).

This history will assist you in identifying their strengths and weaknesses

as well as how to individually deal with and assist them.

• While awaiting transportation or during a break after training, brief

Soldiers on upcoming training events so they can start preparing for the

next day. Encourage Soldiers to help each other.

• Use platoon, squad, and team leaders to help make your job easier and to

prepare them for higher leadership positions.

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•

Explain the responsibilities of a platoon, squad, or team leader to

Soldiers. Inspire them to take on the challenge.

•

Soldiers want to be challenged (both mentally and physically). Give them

the opportunity to excel by creating different challenges.

Common sense techniques:

•

Understand that training support packages (TSPs) are guidelines and

might not always relate to current situations. Use your personal

experiences, paint a picture or visual, and make training realistic.

•

“Smoking” the Soldiers is not always the right answer. A firm talk,

having the Soldier write an essay, taking away a privilege, even getting a

parent on the phone might be more effective. Seek clear guidance from

your chain of command first.

•

Know when to raise your voice to make a point. Do not be someone who

is always screaming, because the Soldiers will tune you out. “When in

doubt, don't scream or shout!” Be direct and clear without yelling or

using profanity—take the high road.

•

Know the difference between being strict/enforcing standards and being

abusive/demeaning. Strict drill sergeants motivate Soldiers; demeaning

drill sergeants shut Soldiers down.

•

Every unit has that one drill sergeant who is just one mistake away from

being relieved. Do not fall for it just because he is getting away with

something. It is not okay for you to do it.

•

When a Soldier compromises the Army Values, use one of the Army’s

outstanding Soldier stories (such as SFC Smith who was awarded the

Iraqi War Congressional Medal of Honor) to inspire him.

•

Challenge the Soldiers with nightly assignments from their smart book or

the Skill Level I Common Tasks Manual. The assignments can be based

on upcoming training. Use drill sergeant time to educate and quiz the

Soldiers. Demonstrate how they can put their basic knowledge to use.

This technique is very effective, and the Soldiers are usually excited

about learning.

•

Print and put additional FMs into binders for use at the field training

exercise. Have the Soldiers teach from the manuals with your

supervision. It gives them a chance to get in front of their peers and show

what they have learned. Many of them are very good at it—they just need

a little support and confidence.

•

Demonstrate everything you can—obstacle courses, first aid, land

navigation, and so forth. Show Soldiers that you are a master of these

tasks and can perform them yourself. Your are not just talk—you are a

Soldier too!

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•

Talk to your Soldiers about your experiences in the Army, especially in

combat. Fear of the unknown is always a demotivator.

•

Maintain and account for all equipment. Check and re-check your hand

receipts. Assign Soldiers to assist to build leadership/accountability.

•

Conduct an inventory after all major training events, end of cycle, or

when any equipment is turned in. Develop an equipment smart book for

hand receipts, inventories, and statements of charges; and keep it updated.

•

Keep a leader’s book that includes pertinent information on all of your

Soldiers (hot/cold weather injuries, medical profiles, mandatory release

dates, etc.).

•

Always focus on bay area security. Ensure your Soldiers know how to

secure their personal items properly. Let them know they should report

any missing or stolen property to you immediately.

•

Be cognizant of your unit’s hazardous material requirements. Ensure all

hazardous material is stored properly in accordance with Army and

installation policies, regulations, or guidance.

•

You may encounter Soldiers going through various life changes or

emotions such as homesickness, withdrawal from certain medications,

anxiety, depression, anger, fear, or resistance to discipline. Seek clear

guidance from your chain of command immediately on how to handle

these challenges.

•

Become familiar with the Community Mental Health Services (CMHS)

process. Get your chain of command involved to ensure Soldiers get

proper treatment or counseling.

•

Deal with disciplinary issues up front. Do not let the Soldiers talk back to

you—correct them on the spot! This sends a message to the other Soldiers

that this behavior will not be tolerated.

•

Make all instructions easy to understand. Link Soldiers who are

struggling to comprehend with a buddy who can help them. Follow up

with these Soldiers after the training is complete. If possible, match your

stronger Soldiers with your weaker Soldiers for successful buddy teams.

•

Conduct a check on learning after each training session. Make sure you

ask the Soldiers specific questions. If you ask yes or no questions (such as

“Do you understand?”), the Soldiers will automatically respond with

“Yes, Drill Sergeant!” (whether they understand or not).

•

Do not let the Soldiers give up or quit on a task or event. Push and

challenge them to meet the training standard while focusing on precision.

Have patience; do not sacrifice standards to time.

•

Decide early with your battle buddy who will be the primary trainer and

then focus on your responsibilities.

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•

Emphasize teaching Soldiers the fundamentals of every task. Attention to

detail is important to the successful completion of every task.

•

Always factor in excess time for motor movements, vehicle maintenance,

dispatching, or personal hygiene when planning your training.

•

Become more knowledgeable by asking questions, reading regulations,

and observing more experienced drill sergeants.

•

Set the example by always treating your Soldiers fairly and equally,

participating in PT, and wearing the same equipment on foot marches.

•

Find out the standard at the Central Issue Facility prior to turning in or

picking up equipment so that you will be prepared for what the facility

will be inspecting. Ensure Soldiers receive the correct size uniforms and

equipment.

•

Be flexible and open-minded to new ideas, approaches, and tasks.

•

Be creative in helping your Soldiers achieve their goals. Possessing an

optimistic and positive attitude is critical to their success. Promote a

positive environment.

•

Reinforce all skills learned on a regular basis.

•

Help your Soldiers build their intangible skills (confidence, pride,

willpower, and resilience) and overcome their fears through training and

repetition (completing road marches, finishing a PT run, passing the end

of cycle Army physical fitness test, or overcoming the obstacle course).

•

Keep your goals, objectives, and mission on the forefront while building

your mental, physical, and emotional skills.

•

Focus on your duty and remember why you are here—to lead, coach, and

train the Army’s future leaders!

Trainee Abuse

Do not abuse trainees or condone abuse from other drill sergeants (have zero

tolerance). There is plenty of written guidance established to help keep you out of

trouble. Read and follow it! Know TR 350-6, Enlisted Initial Entry Training (IET)

Policies and Administration. The regulation can answer a lot of your questions and

offer clarification on your conduct in the IET environment.

Never touch Soldiers unless you are making a necessary correction for training or

safety. Do not be timid when making necessary physical corrections to Soldiers. If

you act like you are doing something wrong, Soldiers will think you are doing

something wrong.

Remember: Your hat and badge do not give you the right to abuse Soldiers!

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Trainee Abuse Definition

(TRADOC Regulation 350-6 Glossary)

Trainee abuse is any improper or unlawful physical, verbal, or sexual act

against a trainee. (This definition does not include acts involving a trainee

against a trainee.)

Examples might include:

• Assault.

• Extreme physical training not in accordance with a program of

instruction.

• Extreme profanity.

• Sodomy and rape.

• Sexual harassment.

• Extortion of money.

• Any personal relationship not required by the training mission.

In accordance with this regulation, only a commander can determine trainee

abuse has occurred.

A trainee’s consent to the act in no way affects this definition.

Inappropriate Relationships

Improper relationships with IET Soldiers are unacceptable. When drill sergeants

violate the standards of proper relationships with IET Soldiers, they undermine the

entire value system of the Army, and their misconduct reflects negatively upon the

rest of the drill sergeant corps. Remember that you symbolize the epitome of what

an NCO should be.

Look out for your battle buddies, especially in the first six and last six months of

their drill sergeant duty. Do not get complacement at the end of your tour. Many

drill sergeants become callous, insensitive, and even cruel towards Soldiers at the

end of their tour. Keep the same mentality from the first day you began drill

sergeant duty to the last day.

If you are not sure about a situation, ask someone. The old belief of “it’s better to

ask for forgiveness than to ask for permission” does not apply in the IET world.

The most important resources a drill sergeant has are other drill sergeants. It is

important to look out for each other to prevent trainee abuse and improper

relationships. Go to your “battle buddy,” another drill sergeant, or your supervisor

for support or advice before confronting Soldiers. Female drill sergeants can often

detect the inappropriate actions of a female Soldier quicker than a male drill

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sergeant. They can spot “parade pretty” a mile away. Male drill sergeants can also

often spot inappropriate conduct from male Soldiers quicker than female drill

sergeants.

Be fair and consistent. Showing favoritism will bring your judgment into question,

and you will lose your credibility.

Warning signs:

•

Drill sergeants previously investigated for abuse are sometimes more

prone to abusing Soldiers again because they feel they got away with it

once and can do it again.

•

Watch your fellow drill sergeants closely in the last six months of their

duty, because many are under the impression that they can beat the

system and not get caught. Watch for callousness—those drill sergeants

who think all new Soldiers are bad. Their patience will be gone.

•

Watch out for battle buddy distress signs and signals. On certain days,

you and your battle buddy will be extremely tired or physically

exhausted. Make a pact to look out for one another, because this is the

time when the most mistakes occur. The increase in your physical

deterioration may cloud your judgment.

•

When you or your battle buddy start looking over your shoulder to see

who is watching what you are doing, you should not be doing it. Stop and

walk away before you regret your actions.

•

If you see a drill sergeant start to lose control, remove him from the

situation without alerting Soldiers. Tell the drill sergeant that he has a

phone call or is needed somewhere else.

•

When drill sergeants act in an unprofessional manner (yelling, screaming,

throwing things, getting too close to the Soldiers, etc.), stop and correct

them on the spot. Standing by and watching while your peer loses control

is unacceptable.

•

When your buddy does not heed your warnings, write the issue down and

go to your senior drill sergeant or your first sergeant.

•

Do not put yourself in any compromising positions. Do not ever be alone

with the Soldiers (make sure they have their battle buddy with them).

•

Know the following warning signs of a drill sergeant who may be acting

inappropriately:

º Gets offended when another drill sergeant enters his bay.

º Does not want to talk to another drill sergeant about a certain

incident or behaves as if he has something to hide.

º Constantly talks to certain Soldiers on nonmilitary topics.

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º Starts coming in late for work.

º Hangs around the bay areas for no particular reason.

º Shows favoritism or becomes too friendly toward a particular

Soldier.

º Does not spend time with his Family when he is off duty.

º Drinks too much.

º Allows smiling, laughing, or giggling from Soldiers.

º Uses excessive profanity around or directly to the Soldiers.

º Jokes about sleeping with his Soldiers.

º Borrows money from or lends money to Soldiers.

º Purchases items for Soldiers.

º Over disciplines his Soldiers.

Separation Process

Prior to considering this step, you should exhaust all your other resources such as

counseling, retraining, or restarting in another unit/platoon:

• Show your support for the Soldier without jeopardizing your integrity.

• Counsel every violation and keep it on file.

• Keep a notebook and write every shortcoming down. You might not be

able to address it right at that moment; use it to remind you to make the

correction later.

• Do sufficient and proper counseling so that a separation packet is not

rejected for lack of evidence.

Your command deciding to retain the Soldier is not a lack of trust in you; talk to

your chain of command about their decision. Do not interpret a decision to retain as

a directive to graduate.

Track separation packets from beginning to end and know the process thoroughly

(initial counseling, rehabilitative transfers, mental health procedures, etc.). It can

save you and the Army a lot of time.

If Soldiers are assigned to a rehabilitation unit, visit them to help motivate them to

heal and return to duty.

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Chapter 2

Skills

Effective Counseling

I am a proud team member possessing the character and commitment

to live the Army Values and Warrior Ethos

It is extremely important for drill sergeants to counsel their Soldiers. Counseling is

a great tool that is too often overlooked in the initial entry training (IET)

environment. Counseling your Soldiers for good performance will set them up for

success. Many drill sergeants are quick to counsel their Soldiers when their

performance is substandard, but it is important to counsel Soldiers on their

outstanding performance as well. It will definitely mean a lot to the Soldier, and it

will show them that the Army acknowledges Soldiers who go above and beyond the

requirements.

Do not wait until the last minute to counsel your Soldiers. One of the hardest things

for a new drill sergeant to do is to keep up with counseling Soldiers. Get some

sample counseling forms from other drill sergeants, and begin saving the forms

from every counseling that you do. That way when a situation arrives, you will be

prepared.

Before you begin to counsel a Soldier, explain the counseling form to him to ensure

he understands it. It may be easier if you relate the form to a report card (their

performance = their grade). Remember: You cannot hold the Soldiers to a standard

you have not set for them.

Counsel all Soldiers who have been placed in leadership positions so they fully

understand what you expect of them. The counseling session will also give them an

understanding of what to expect in the operational Army and show them where they

are, where to improve, and what they are doing well.

Discuss the Soldier’s strengths as well as weaknesses based on your observations

and his peer evaluations. Give him guidance on how to improve his performance. A

sample Drill Sergeant Peer Evaluation Form is located at Appendix B (formats may

vary based on installation) and can be found in the Directorate of Basic Combat

Training Center of Excellence (drill sergeant program proponent) AKO Knowledge

Center at <http://www.us.army.mil/suite/portal/index.jsp>.

The Soldier Assessment Report for IET Soldiers at Appendix C is another helpful

tool that assists drill sergeants in verifying enlistment eligibility and in identifying

Soldier leadership and personal readiness issues having a predictable, direct, and

substantial impact on IET. For use of this form, see United States Army Training

and Doctrine Command (TRADOC) Regulation (TR) 350-6, Enlisted IET Policies

and Administration, or visit the TRADOC Website at <http://www.tradoc.army.mil>.

Time and Stress Management

Maximize time during the training day to set Soldiers up for success. This may

mean additional face time in the beginning of the cycle, but it will pay off in the

end. The more effort you put into your Soldiers, the better the effort you will

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receive from them every day. Conduct precombat checks and precombat

inspections prior to executing any training. Use end of cycle after-action review

comments to help improve your performance.

Stress is going to be a part of your everyday life. The most important thing to

remember is to always deal with stress constructively. When it comes to training,

remember that stress should always be between the Soldier and their task, not

between you and the Soldier. The Army has a wide variety of resources to help deal

with stress. The Drill Sergeant Wellness Program is discussed in TR 350-16, Drill

Sergeant Program, and is a great tool for you to use.

You can help your battle buddy and his Family members deal with a variety of

difficult situations, from preparing for a new baby and stress management to

finding help for domestic violence, child abuse, or sexual assault from various

outside agencies (Army Community Service, Army Emergency Relief, chaplain,

Red Cross, etc.). You can also utilize those same agencies to assist your Soldiers

with Family emergencies, coping issues, or financial problems. Sit them down and

find out the issue; show them that you care. Contact your command for guidance.

Read and implement all training support packages (TSPs) in line with unit

guidance. When used properly, TSPs give you the information and guidance to

conduct training properly; knowledge helps you teach better. The latest versions of

the TSPs are available through AKO or your unit first sergeant.

Manage your time wisely. There may not be enough hours in the day for you to

accomplish all of your tasks unless you prioritize and work with other drill

sergeants. Focus on time management and multi-tasking. Do not spend too much

time on one single thing (Soldier issues, taskings, range coordination, etc.); you

may be ignoring the other ten important issues occurring at the same time. Trust

your Soldier’s leadership and use them during each phase of training.

Duty Platoon/Week/Day

Duty platoon is a program run by the unit first sergeant that directs a certain platoon

(on a rotational basis) to provide support for the company during a certain time

frame (day or week). The support includes providing personnel for any details and

range support, coordinating training events, and transporting Soldiers to and from

training events.

Stay flexible and adaptable—change is constant. It will be a challenging time

(especially during basic rifle marksmanship), but the number one rule is not to

forget anything. It is vital to keep a checklist or tracking sheet with you. Always

know what is going on and the location of all your personnel.

Communication is vital—keep your command (commander, executive officer [XO],

and first sergeant) informed. If you are in charge of duty week/day, make sure all

training is planned and executed ahead of time. Check and then re-check to ensure

that the entire duty runs smoothly, and there is sufficient reaction time to correct

any issues.

Know your responsibilities and the responsibilities of your command. The XO is

responsible for chow (meals, ready to eat; hot meals; dining facility meals) and the

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setup/coordination for ranges. You are responsible for ice sheets, training aids, any

tasks, and transportation.

Stress teamwork. Ensure Soldiers police up after themselves. Use your junior

leaders to check the area after training is complete.

Teach your Soldiers how to read and use the Wet Bulb Globe Temperature Index

Calculator (illustrated in Chapter 3). They can assist in monitoring the temperature

and possibly prevent a heat injury from occurring.

Once you direct a task, you must follow up and observe to ensure it is completed

correctly. Do not be afraid to delegate tasks. Clearly explain your requirements so

there are no misunderstandings.

Conduct coordination meetings with your key personnel (especially your platoon

sergeants) at every opportunity. If time permits, conduct a rock drill with them

(factor in travel time to and from training locations).

Brainstorm with your peers. Brainstorming can help you catch and fix problems.

Make sure you rehearse any scheduled briefings or classes you are designated to

give. Appoint a demonstrator prior to the briefing or class and practice with him.

Check the Range Facility Management Support System (RFMSS) at least 72 hours

prior to ensure all coordination is in place.

Range Setup

Keep your first sergeant informed. He has overall responsibility of the range.

Coordinate and set up as soon as you are notified of your range duty. The more you

prepare, the smoother it will go.

Use a range checklist/book or continuity book to help you remember each of your

tasks. Check to ensure transportation coordination is locked in, trucks are loaded

with the proper equipment, and a risk assessment has been done. Double-check the

risk assessment to ensure it is correct, signed, and dated. Make sure it goes to the

range with the range detail.

Make sure you know how many Soldiers are assigned to the ammunition supply

point detail to load magazines, fill coolers, get targets up, and break down

ammunition. Put the Soldier leader in charge once you have thought through the

task.

Do a face-to-face linkup with range/tower cadre prior to your range briefing. They

will provide you with the range standing operating procedures and any special

instructions for that particular range (procedures may vary at each range). Go to the

site 24 hours prior. Give your Soldiers proper range safety procedure briefings and

instructions. If time permits, do a dry-run with all participants.

Meet the ammunition truck at the designated time and place on the range (be there

30 minutes prior). Make sure the range is serviceable and the targets are functioning

properly, especially if it rained the night before.

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Do not forget a staple gun and any other equipment you will be using. Check the

equipment early to ensure it is functioning properly (especially fire extinguishers).

Remind the charge of quarters (CQ) to prep the targets/equipment.

Basic Rifle Marksmanship

Patience is the key, especially during BRM. Maintaining a calm attitude will carry

over to the Soldier and have a positive outcome on what you are trying to achieve.

If you are calm, the Soldier will be calm.

Coaching, teaching, and counseling techniques:

•

When the Soldiers zero their weapons, have them write their adjustments

down and put them somewhere on their weapons for future reference.

Help the Soldier determine which eye is dominant.

•

Use different colored markers during BRM to identify the Soldiers’

various grouping and zeroing shot groups.

•

When Soldiers are having a difficult time at BRM, get down next to them

and “coach” them. Talk calmly to them; reassure them that they can do it

while keeping them focused on their mission.

•

Constantly rehearse and capitalize on training time. The “dime washer”

exercise is an effective technique used to help Soldiers improve during

BRM.

•

Make magazine changing, malfunction, and clearing drills a fun

competition. All Soldiers gain the skills they need to avoid wasting

valuable time during qualification while boosting their confidence levels

and becoming proficient. Mastering these skills will set them up for

success.

•

Try not to intimidate the Soldiers while they are firing. For best results,

consistently practice relaxation tips such as clearing the mind, using

steady breathing, applying a smooth trigger squeeze, and forming a

steady but comfortable position. Holding the weapon steady helps build

their muscle strength and avoid muscle fatigue. To better evaluate the

Soldiers, have them practice the firing position while lying on their

physical training (PT) mat.

•

To enhance self-reliance, confidence, and responsibility, have the

Soldiers review and interpret their own zero cards and make weapons

adjustments under supervision.

•

Cognitive muscle memory and repetition are vital during this phase.

Introduce BRM as soon as Soldiers arrive to get them mentally prepared.

•

Use the target box exercise to help the Soldiers improve their grouping

and zeroing skills.

•

Always monitor the Soldiers to ensure they are following the proper

procedures.

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•

Drill the basics; BRM fundamentals are vital to their success.

•

Be careful not to overwhelm the Soldiers with information. They are

getting a lot of instruction upfront and may not remember most of it.

•

Preach safety throughout the entire BRM process: Do not point the

weapon at anyone. Only point the weapon at a target you intend to shoot.

•

As soon as the Soldiers get their weapons, show them how to maintain

them, clean them, and carry them. Go over the “do’s and don’ts.”

•

Constantly work on and reinforce the fundamentals of BRM (especially

the shot group). Understanding the concept of how to get the bullet to hit

the target is very important. Continuously drilling it and reviewing it

daily will help Soldiers automatically react with the correct action. Break

down the instruction properly, and review it daily. It is important that the

Soldiers comprehend. Teach ballistics to Soldiers so they understand

what the weapon is doing.

•

Do not approach the engagement skills trainer as a waste of time. It helps

you detect and fix problems before the Soldiers get to the actual range.

You can see exactly what the Soldiers are doing correctly or incorrectly.

•

Make sure the Soldiers’ gear fits them correctly so it does not interfere

with zeroing and qualifying successfully.

•

During BRM, a Soldier will face many obstacles such as not knowing

which eye is dominant, not remembering his site, or not using his

front/rear sites correctly. It is important that the Soldiers keep the same

site picture each time. Teaching them the fundamentals and continuing to

drill the basic concepts will eventually pay off.

•

Do not use the “tape over the eye” approach; it becomes a crutch for the

Soldier and a shortcut to training for the drill sergeant. The Soldiers must

be able to fight in combat using and relying on the skills and abilities they

obtain through training and practice.

•

Conduct grouping and zeroing using various drill sergeants from different

platoons. This gives each drill sergeant within the company a chance to

cross-train with other Soldiers and provides an alternate approach to

learning.

•

As early as possible, place the Soldiers in interceptor body armor when

firing so they can start getting comfortable wearing it.

•

Build a mock range in your battalion area to include various stations and

areas. The mock range allows for additional training on BRM

fundamentals and techniques while giving the Soldiers a realistic view of

range requirements.

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• Give the Soldiers immediate feedback; let them know exactly what they

are doing wrong and how to correct it.

• Build the Soldiers’ confidence with the weapon. They must trust

themselves and conquer their fear of the weapon.

Do not get frustrated. Continue to teach, coach, and counsel (stick to the process)

the Soldiers until they qualify. Let the Soldiers know you are proud of them.

Warrior Tasks and Battle Drills

Warrior tasks and battle drills are critical tasks and drills required for all Soldiers to

train. Applying the warrior tasks and battle drills to your specified training ensures

Soldiers are proficient in their required tasks.

Conduct training sessions with your Soldiers using Figure 2-1 below. Sometimes

the Soldiers get a better understanding of their requirements from a visual aid.

As of 25 Feb 08

FY08 Warrior Tasks and Battle Drills

Shoot

Fight

Qualify with individual assigned weapon

Move under direct fire

React to indirect fire (dismounted and mounted)

Operate M240B MG

React to direct fire (dismounted and mounted)

Operate M249 MG

React to unexploded ordnance hazard

Operate M2 50 cal. MG

React to man-to-man contact (combatives)

Employ Claymore Mine and hand grenades

React to chemical or biological attack/hazard

Decontaminate yourself and individual equipment using

Engage targets with weapon using a night vision sight

chemical decon kit

Engage targets with weapon using an aiming light

Maintain weapons and equipment

Select temporary fighting positon

Communicate

Certify as a Combat Lifesaver

Improvised explosive device (IED) defeat

Perform voice communications

Assess and respond to threats (escalation of force)

(SITREP/SPOTREP/9-line)

Understand personnel recovery responsibility

Use visual signaling techniques

Maintain situational awareness (every Soldier is a sensor)

Perform field sanitation and preventive medicine field craft

Urban Operations

Maintain battle-focused physical and mental readiness

Perform detainee operations at point of capture

Perform movement techniques during an urban operation

Perform sniper countermeasures

Engage targets during an urban operation

Battle Drills

Move

React to contact (visual, IED, direct fire [includes RPG])

React to indirect fire

Determine location ground (terrain association/map/GPS)

React to chemical attack

Navigate from one point to another (dismounted)

Break contact

Move over, through, or around obstacles

Dismount a vehicle

React to ambush (near)

React to ambush (far)

Total warrior tasks: 32

Evacuate a casualty (dismounted and mounted)

Total battle drills: 12

Establish security at a halt

Note: All tasks and supporting tasks are

Checkpoint entry operations

defined in STP 21-1-SMCT (chapter 4)

React to vehicle roll-over

Enter and clear a room

Figure

2-1

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Charge of quarters

Be clear on your CQ duties and responsibilities. Read the unit CQ book for

instructions, and do not neglect your tasks for supporting the duty platoon.

Coordinate with the CQ from each company for assistance or advice (especially if

you need to leave the company area). CG duties include the following:

•

Stay awake! Check on your Soldiers. Ensure they are focused on the next

day’s training and studying with a buddy. Quiz them with training

questions.

•

Double-check the duty roster to ensure duties (CQ runner, fire guard, etc.)

are assigned equally and fairly to each Soldier.

•

Make sure you complete your accountability checks prior to performing

“lights out” procedures or issuing weapons (always know the status of

every Soldier).

•

Complete all of your checks (especially personnel and weapons) on time

and closely follow your checklist.

•

Continue to monitor the detail roster to ensure CQ runners and fire guards

are performing their assigned duties to standard.

•

Ensure all door alarms are functioning properly to deter Soldiers from

sneaking out and to prevent unauthorized entry.

•

Monitor your Soldiers. If you catch someone being disruptive in the

middle of the night, do not wake up everyone, but give that Soldier an

impromptu class on respect—tie it into the Army values.

•

Make sure your last shift of CQ runners and fire guards are in their PT

uniform.

Sick call

Send Soldiers on sick call to the aid station so they do not miss an entire day of

training. Make sure they have a buddy with them (normally Soldiers going on sick

call will become buddy teams). Do not ever deny a Soldier’s right to go on sick

call.

Some Soldiers will try to hide their injuries. If you see your Soldiers limping, send

them to sick call immediately. This practice could prevent an even bigger injury.

Watch for those Soldiers you suspect of malingering or pretending to be sick. Save

all of their sick slips in addition to counseling them.

Tactical training

Incorporate tactical training into everything you do. Practice patrolling whenever

you enter or leave the company training area. Show the Soldiers how to form a

wedge, file formation, or other tactical movement. Conduct proper security

procedures (choke point, secure the area, accountability, count out, various

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hand-and-arm signals, noise discipline, or room clearing) when arriving or

departing the PT field or classroom.

Tactical training techniques:

•

Always maintain proper command and control.

•

Apply the crawl-walk-run method of instruction.

•

Choose an area conducive to training (under a tree or shaded area, in the

bleachers, or in a classroom). Have the Soldiers form up around a

sandbox, and use pine cones, rocks, or sticks to simulate their

roles/positions in the training.

•

Take the Soldiers step by step through the entire tactical training process,

but keep it simple. Remember: When training Soldiers, they will believe

everything you teach and tell them. Make sure the information you put

out is correct—it could save their lives one day.

•

Always review what the Soldiers have learned prior to proceeding to the

next step. They will eventually start to see the big picture.

•

Once you have completed the sandbox demonstration, physically walk

through the process with them. Continuously make corrections to ensure

the Soldiers are confident and knowledgeable at each step.

•

Automatic performance results from continuous practice and mitigates

issues or problems. Pre-train the day before on the next day’s training.

Place Soldiers in different positions so they will be familiar with each

role (they will not always be in the same position).

•

Beginning tactical training in an open field helps Soldiers see what is

required in each position. Gradually add more protective posture and

obstacles (woods, opposing forces, movement to contact, etc.) as you

increase the intensity of training.

•

Have the Soldiers physically show you what battle drills they have

learned. Do not train the same tasks over and over. Mix up the tasks;

make the Soldiers think. They need to understand why they are doing the

tasks as well as how to do them.

•

Perform situational training exercises to standard. Do not cut corners;

give the Soldiers realistic and effective training.

•

Conduct after-action reviews after each training event to ensure Soldiers

know what they did well, what they should sustain, and what they need to

improve.

•

The BCT smart card at Appendix D is another great tool for Soldiers to

use as a quick reference snapshot of various tactics, techniques, and

procedures.

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Field training

Apply all of your tactical training to the field training exercise. When you train

your Soldiers thoroughly and review/practice each tactical exercise with them, their

performance shines, and they operate with a high level of confidence, precision, and

professionalism.

Field training techniques:

•

Make the training as fun and interesting as you possibly can—Soldiers

will be more alert and motivated.

•

Check your Soldiers’ equipment early to allow for extra time to repair or

exchange the equipment if needed.

•

Review the next training day with your Soldiers; prepare them for

success.

•

Utilize your Junior Reserve Officer Training Corps Soldiers as much as

possible. They can help the less experienced Soldiers.

•

Thoroughly brief the Soldiers on the importance of the buddy team.

•

Emphasize attention to detail while challenging the Soldiers.

•

It is a good idea to teach the phases of tactical field training to your

Soldiers. It helps them mentally prepare for the next level of challenges.

•

Brief the Soldiers on the importance of taking the training seriously.

Sustainment military occupational specialties (human resources

specialists, financial management technicians, etc.) could easily find

themselves in a war zone forced to apply these very skills.

•

Review videos, slide presentations, and other training aids to help

reinforce tactical field training.

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Chapter 3

Abilities

Confidence

I am confident, adaptable, mentally agile, and accountable for my own actions.

The confidence to be a drill sergeant and a mentor to other Soldiers has always

been held in high regard. Many seek the position as a stepping stone in their

military careers. Others choose the road to Drill Sergeant School to have their own

personal effect on future Soldiers. Whatever the reason, good drill sergeants must

possess the following attributes:

• Superior leadership and exemplary bearing, personal appearance, and

physical stamina.

• Exceptional maturity, patience, human understanding, and self-control in

dealing with training new Soldiers.

• Ability to speak and instruct effectively without profanity, hazing, or

degradation of human dignity.

• Professional skill, competence, and knowledge in the basics of being a

Soldier.

Having confidence in yourself and a positive attitude will make you a success.

Many noncommissioned officers (NCOs) start their drill sergeant duty on the wrong

foot. They make it clear they do not want to be a drill sergeant because they want to

stay in the operational Army and and be with their friends, or they had a bad

experience with their drill sergeant. The sooner you embrace your role as a drill

sergeant, the better. If not, your young Soldiers will sense a poor attitude and feed

off it. They will become rebellious, start acting out, and create conflicts. They say,

“If you don’t care, why should I?” Do the right thing!

Physical Fitness

Physical fitness techniques:

• Focus on safety and injury prevention during all physical training (PT)

sessions. Make PT safe, fun, and challenging for your Soldiers while you

improve their physical fitness level.

• Do PT with your Soldiers:

º Soldiers like a challenge, and they will try their best to impress

you.

º In order to get overall good results in physical fitness, you need to

be a good role model for your Soldiers.

º Set the example by training with your Soldiers. The training keeps

you in shape, although you may want to work out more based on

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your personal PT needs. Most drill sergeants experience a

reduction in physical fitness due to constantly starting PT over

with new and inexperienced Soldiers.

º Be motivated during PT. PT gets monotonous and repetitious if

you do not put in that extra effort.

•

At the end of the third week of training, the Soldiers should be familiar

with how to properly conduct the standardized PT (SPT) exercises.

Ensure your SPT program:

º Improves the Soldiers’ physical fitness while controlling injuries.

º Progressively conditions and toughens the Soldiers while

developing their self-confidence and discipline.

•

Stay focused on ensuring Soldiers perform the exercises to standard, and

make immediate corrections when necessary.

•

Stress precision during the exercises. Help them improve the execution of

the exercises (train their body through form and repetition). Give more

advanced PT requirements to the more physically fit Soldiers.

•

In order to achieve the desired results, ensure the PT schedule is

followed. The schedule is methodically sequenced to adequately

challenge all Soldiers entering the Army. Explain the guidelines for every

ability group (i.e., Ability Group A, B, C, or D). Give Soldiers incentives

for moving up to the higher group.

•

Ensure your program emphasizes progressive conditioning of the entire

body and embodies the fundamental components of strength, endurance,

and mobility. Make sure your program progressively increases training

intensity while controlling injuries.

•

Do not invent exercises; this could cause Soldier injuries or abuse.

•

Continually monitor what the Soldiers are doing. Do not just stand around

giving orders. Do PT with the Soldiers.

•

Use platoon, squad, and team leaders to help ensure the other Soldiers

conduct the exercises correctly.

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Figure 3-1

• Offer the Soldiers incentives such as earning the unit an additional PT

streamer, which represents pride and discipline in the entire unit and can

often result in increased Army physical fitness test scores.

• Drill sergeants should rotate into different run groups on a weekly basis.

If you are always running in Group D, you are not challenging yourself.

Your Soldiers will notice and lose confidence in your ability to lead from

the front.

• Different training events such as combatives and pugil stick are great

confidence builders.

Nutrition and Performance

Remember that your Soldiers' ability to learn and perform at their best is related to

their opportunities for rest and recovery. Part of the recovery must include fueling

their bodies for success.

Ask your Soldiers their performance goals and guide their food choices toward

achieving these goals (these same concepts can also enhance your performance as a

drill sergeant):

• For increased energy: Fuel with complex carbohydrates like whole

wheat breads, pasta, and cereals; brown rice; and potatoes. Avoid simple

sugars (sucrose and high-fructose corn syrup) that may cause a rise in

energy followed by a crash. Some fat (nuts and unsaturated oils) are

necessary in the diet to provide some energy and store vitamins, but limit

their intake.

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• For muscles: Fuel with lean meats like (broiled or baked) fish, turkey, or

chicken; egg whites; and skim milk (ensure Soldiers include resistance

training to increase lean muscle mass).

• For stronger bones: Fuel with skim milk, low-fat chocolate or white

milk, yogurt, or calcium-fortified juices (low-fat chocolate milk is the

best recovery beverage).

• To enhance performance, repair, and growth: Fuel with a variety of

fruits and vegetables to obtain the minerals and vitamins necessary for

optimal performance. Choose a variety of colors (red, yellow, orange, and

green) to ensure a wide spectrum of nutrients. Choose high-fiber foods to

extend the energy system and decrease hunger.

• For hydration: Choose nutrient-dense fluids such as skim milk, fruit

juices, or vegetable juices. Vegetables and fruits also contain high levels

of water. Leave the energy drinks for field training.

Dining procedures:

•

Orient the Soldiers on how the dining facility and serving lines are set up

to eliminate the unknown and possibly speed up the process.

•

Prior to taking the Soldiers to the dining facility, task a Soldier team to

recon the serving line and report back to the unit. The report should

include the menu with a focus on where the high-performance foods are

located.

•

Ensure that during Red Phase, your Soldiers have at least ten minutes to

fuel (eat). This will enable them to replace needed glycogen stores and

take in needed nutrients—especially during this more stressful period of

training.

•

Know which Soldiers are vegetarians, have food allergies, or follow a

certain religious practice. Ensure that these Soldiers have appropriate

alternatives available.

•

As you walk through the serving line area/dining room, look to see if

your Soldiers’ trays consist of a variety of foods to meet their fueling

needs. You should see one-half of the tray covered with a variety of fruits

and vegetables, one-quarter of the tray composed of complex

carbohydrates (starches), and one-quarter of the tray in the form of lean

protein.

•

Encourage those Soldiers who have high metabolic rates to increase

calories by consuming low-fat milk or increasing portions of

calorie-nutrient dense foods like raisins, peanut butter, and mixed nuts.

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Safety Awareness

Conduct a safety briefing before all training. Instill in your Soldiers that everyone is

a safety officer. Soldiers should:

• Hydrate and monitor their fluid intake by using pace count beads or

simple Ogden cords and placing a knot for each canteen they drink.

• Check each other’s equipment.

• Keep the lines of communication open and clear and report any safety

violations to the drill sergeant or another cadre member immediately.

Safety tips:

•

Preventing injuries is the first priority.

•

Modify training if more than one Soldier exhibits symptoms of heat

injury.

•

Use iced sheets for rapid cooling. When in doubt, contact medical

personnel or call for an ambulance.

•

Make sure the Soldiers know the importance of monitoring each other for

any signs of heat or cold injury symptoms. Assess the entire group once

an individual Soldier exhibits symptoms of heat injury.

•

During each phase of training, check to ensure transportation

coordination is locked in, trucks are loaded with the proper equipment, all

personnel are accounted for, and a risk assessment has been completed.

Double-check the risk assessment to ensure it is correct, signed, and

dated.

•

Ensure the Work/Rest and Water Consumption Table (Figure 3-2) and the

Wet Bulb Globe Temperature Index Calculator (Figure 3-3) are checked

and constantly monitored in order to help prevent any heat casualties.

Know how to read and use the Work/Rest and Water Consumption Table

and teach it to your Soldiers—it can save their lives! Use your installation

card if one is available.

•

Do not forget to monitor yourself and your battle buddies. The Soldiers

get a lot more breaks than you do.

•

Keep packs or cups of ice in your office freezer or cooler for Soldiers to

use on sore muscles (it can also cut down on sick call visits).

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Self-Discipline

I am a self-disciplined, willing, and adaptive thinker capable of

solving problems commensurate with my position and experience.

People learn in different ways, and some Soldiers may require more assistance than

others. Be creative and flexible when showing Soldiers how to accomplish a task.

Never underestimate Soldiers. They are constantly watching everything you do.

Always do the right thing. Make sure you are in the right place at the right time and

are mentally ready for any mission regardless of the challenges. The impression that

you leave on the Soldiers can have a profound impact on them for the rest of their

lives.

Learn your responsibilities as a drill sergeant. Pair up with one of the more

experienced drill sergeants in your unit. Make sure you read and familiarize

yourself with United States Army Training and Doctrine Command (TRADOC)

Regulation (TR) 350-6, Enlisted IET Policies and Administration, as soon as

possible. Consult your chain of command for any variations within your unit. Get

certified in everything required by the unit as soon as possible (mail handling class,

bus, 5-ton truck, ranges, etc.). Remember that as long as you are not qualified, your

“battle buddies” are pulling your slack.

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Chapter 4

Attitude

Dedication

I am physically, mentally, spiritually, and emotionally

ready to fight as a ground combatant.

Remember to stay disciplined. Your Soldiers will have a natural tendency to

emulate you whether your example is good or bad. Uphold and maintain the Army

standards. You truly set the standard for your Soldiers. Make sure the standards you

set are the right ones.

Your dedication to the Army and your Soldiers must be the most important item on

your agenda. As you prepare them for combat, remember that your Soldiers depend

on you to give them the highest quality training and guidance. Do not let them

down!

Always be firm but approachable. It is easier to be hard at the beginning and then

gradually tone it down (if necessary) as training progresses.

Self-Evaluation

I am a master of critical combat skills and proficient

in basic Soldier skills in all environments.

Drill sergeant duty is a time of constant and honest self-evaluation. Nowhere in the

Army is it more necessary to train properly than during drill sergeant duty. The

Soldiers placed in your charge must be trained in the basic Army tactics and

standards. Your honest self-evaluation and willingness to accept positive criticism

will ensure you constantly improve as a trainer, enforce standards, and be a role

model to your Soldiers.

You must be receptive to new ideas and absorb information from all the other drill

sergeants. After-action reviews will play an important role in identifying strengths

and weaknesses in training. Do not take comments personally; correct them and

drive on.

Choose thoughts over emotion to guide your behavior—that is the professional

mindset of the noncommissioned officer. Show the Soldiers that you are a rock;

control your actions. If you have an emotional reaction to every single Soldier

action, the Soldiers will see it as a sign of weakness and think they can manipulate

you.

Communication is essential. If you have a disagreement with one of your fellow

drill sergeants, do not let that affect your performance. When you are not on the

same page, it creates confusion, and Soldiers do not normally perform to their

potential. Keeping your concerns bottled up could result in saying or doing the

wrong thing, which could jeopardize your career.

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Evaluate yourself. Make sure your boots are broken in; too many new drill

sergeants get hot spots, shin splints, and knee and ankle pain from being on their

feet too long.

Positive Leadership

The Army will train you in Drill Sergeant School on positive leadership. This is not

a softer method of training—it is the Army standard. (See Major General John M.

Schofield’s Definition of Discipline at Appendix E.)

Positive leadership techniques:

• When problems arise, address the Soldier’s inappropriate behavior or

standards the Soldier did not met.

• If you are in a gender-integrated environment, make sure you know the

needs of the genders as well as your limitations.

• Take ownership of your Soldiers. Treat them with respect. Show them

you care.

•

“This is the way we’ve always done it” is not a reason for training; it is an

excuse for not knowing the reason. Understand all of the training you do

and be prepared to explain the reason for the training. Understanding is

part of positive leadership.

Avoid Burn-out

Techniques to avoid burn-out:

• Focus on teamwork, and keep communication open. Share

responsibilities with your battle buddy. Delegate or trade off tasks (when

possible). Give a good backbrief before and after any duties or tasks.

• Rotate taking power naps.

• Do not drink caffeine or power drinks regularly to perk up. Avoid the use

of alcohol to calm down.

• Use an early or late person schedule so that everyone gets an equal

amount of breaks. Balance your Family and work.

• Rotate Sunday duty with your buddies.

• Let your battle buddies leave or take a break if you do not need them.

• Master time management. Do not be a procrastinator; jump on your tasks

and plan early. Get organized. Make a “to do” list; prioritize your actions;

lay out your uniform, boots, and so forth the night before; and use a

checklist for each phase or task.

• Seek medical attention when you need to (small problems can easily

become bigger ones). Keep your shots up to date.

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• Learn from your mistakes and do not take things personally.

• Stay motivated! Your enthusiasm will spread to your Soldiers.

• Take pride in everything you do.

• Eat and sleep when you can.

Drill Sergeant Wellness Program—Balance Family and Career

Swap out time with battle buddies or other drill sergeants to take care of personal

Family matters or issues without jeopardizing the mission. This arrangement helps

maintain stress levels and provides additional Family time to everyone.

Make time for your Family—they need you as much as you need them. Make sure

you attend Family events. Call your Family during your personal time or scheduled

breaks—they really appreciate it (especially your children).

You must have a healthy Family life. Do not bring your problems, anger, or

frustrations to work and take them out on your Soldiers. Do not bring your work

frustrations home and take them out on your spouse or kids.

Take advantage of cycle passes to get a stress break. During your cycle break,

update your records and take care of anything you have been putting off. Do not

assume cycle breaks are just time off; communicate what you want to accomplish

with your chain of command. Without input from you, your commander or first

sergeant will fill the schedule with what needs to be done for the unit and may not

be able to make changes later. If possible, plan a Family function during your cycle

break. Focus on making the time more memorable and enjoyable for everyone.

Motivation

Soldiers need to be motivated:

• Eat together as a team to build teamwork; do not sit separately from them.

• Visit with your Soldiers on Sundays to show how much you care about

them (this also builds morale and motivation).

• Keep the Soldiers motivated by constantly setting the example. When

Soldiers see the drill sergeant with a Master Fitness Badge, they also

want one. They are motivated and encouraged to do their best at PT.

• Know what you can control and what you cannot control. Soldiers will be

disciplined and motivated if they believe in the training or feel as strongly

about it as you do.

• Realize that you can influence more than you can control. Leading by

example is the best motivational tool; your Soldiers want to be like you.

• Make training a competition. The Soldiers will push themselves harder in

an effort to beat their drill sergeant.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

Appendix A

References

Army Regulation (AR) 614-200, Enlisted Assignments and Utilization

Management, June 2007

United States Army Training and Doctrine Command (TRADOC) Regulation (TR)

350-6, Enlisted Initial Entry Training (IET) Policies and Administration, May 2007

TR 350-16, Drill Sergeant Program, March 2008

TR 350-70, Systems Approach to Training, Management, and Products, March

1999

TRADOC Pamphlet 600-4, IET Soldier’s Handbook, September 2007

Basic Combat Training (BCT) Smart Card

Center for Army Lessons Learned homepage, -<http://call.army.mil/>

Directorate of BCT homepage, -<http://www.bct.army.mil/>

IET Family Handbook, <https://www.us.army.mil/suite/page/352804>

TRADOC homepage, <http://www.tradoc.army.mil/>

U.S. Army homepage, <http://www.army.mil/>

U.S. Army Accessions Command homepage, <http://www.usaac.army.mil/>

U.S. Army Drill Sergeant School homepage,

<http://www.jackson.army.mil/units/drill/index.html>

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

Appendix E

Major General John M. Schofield’s Definition of Discipline

The discipline which makes the Soldiers of a free country reliable in battle is not to

be gained by harsh or tyrannical treatment. On the contrary, such treatment is far

more likely to destroy than to make an Army. It is possible to impart instruction and

to give commands in such a manner and such a tone of voice to inspire in the

Soldier no feeling but an intense desire to obey, while the opposite manner and tone

of voice cannot fail to excite strong resentment and a desire to disobey. The one

mode or the other of dealing with subordinates springs from a corresponding spirit

in the breast of the commander. He who feels the respect which is due to others

cannot fail to inspire in them regard for himself, while he who feels, and hence

manifests, disrespect toward others, especially his inferiors, cannot fail to inspire

hatred against himself.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

PROVIDE US YOUR INPUT

To help you access information quickly and efficiently, Center for Army Lessons Learned

(CALL) posts all publications, along with numerous other useful products, on the CALL

Web site. The CALL Web site is restricted to U.S. government and allied personnel.

PROVIDE FEEDBACK OR REQUEST INFORMATION

<http://call.army.mil>

If you have any comments, suggestions, or requests for information (RFIs), use the

following links on the CALL home page: “Request for Information or a CALL Product” or

“Give Us Your Feedback.”

PROVIDE TACTICS, TECHNIQUES, AND PROCEDURES (TTP) OR

SUBMIT AN AFTER-ACTION REVIEW (AAR)

If your unit has identified lessons learned or TTP or would like to submit an AAR, please

contact CALL using the following information:

Telephone: DSN 552-9569/9533; Commercial 913-684-9569/9533

Fax: DSN 552-4387; Commercial 913-684-4387

NIPR Email address: call.rfimanager@conus.army.mil

SIPR Email address: call.rfiagent@conus.army.smil.mil

Mailing Address: Center for Army Lessons Learned, ATTN: OCC, 10 Meade Ave.,

Bldg 50, Fort Leavenworth, KS 66027-1350.

TO REQUEST COPIES OF THIS PUBLICATION

If you would like copies of this publication, please submit your request at:

<http://call.army.mil>. Use the “Request for Information or a CALL Product” link. Please

fill in all the information, including your unit name and official military address. Please

include building number and street for military posts.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

CENTER FOR ARMY LESSONS LEARNED

PRODUCTS AVAILABLE "ONLINE"

CENTER FOR ARMY LESSONS LEARNED (CALL)

Access and download information from CALL's Web site. CALL also offers Web-based

access to the CALL Archives. The CALL home page address is:

<http://call.army.mil>

CALL produces the following publications on a variety of subjects:

• Combat Training Center Bulletins, Newsletters, and Trends

• Special Editions

• News From the Front

• Training Techniques

• Handbooks

• Initial Impressions Reports

You may request these publications by using the “Request for Information or a CALL

Product” link on the CALL home page.

COMBINED ARMS CENTER (CAC)

Additional Publications and Resources

The CAC home page address is:

<http://www.leavenworth.army.mil>

Battle Command Knowledge System (BCKS)

BCKS supports the online generation, application, management, and exploitation of Army

knowledge to foster collaboration among Soldiers and units in order to share expertise and

experience, facilitate leader development and intuitive decision making, and support the

development of organizations and teams. Find BCKS at

<http://usacac.army.mil/CAC/bcks/index.asp>.

Center for Army Leadership (CAL)

CAL plans and programs leadership instruction, doctrine, and research. CAL integrates and

synchronizes the Professional Military Education Systems and Civilian Education System.

Find CAL products at <http://usacac.army.mil/CAC/CAL/index.asp>.

Combat Studies Institute (CSI)

CSI is a military history “think tank” that produces timely and relevant military history and

contemporary operational history. Find CSI products at

<http://usacac.army.mil/CAC/csi/RandP/CSIpubs.asp>.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

DRILL SERGEANT HANDBOOK

Combined Arms Center-Training: The Road to Deployment

This site provides brigade combat teams, divisions, and support brigades the latest road to

deployment information. This site also includes U.S. Forces Command’s latest training

guidance and most current Battle Command Training Program Counterinsurgency

Seminars. Find The Road to Deployment at <http://rtd.leavenworth.army.smil.mil>.

Combined Arms Doctrine Directorate (CADD)

CADD develops, writes, and updates Army doctrine at the corps and division level. Find

the doctrinal publications at either the Army Publishing Directorate (APD)

<http://www.usapa.army.mil> or the Reimer Digital Library <http://www.adtdl.army.mil>.

Foreign Military Studies Office (FMSO)

FMSO is a research and analysis center on Fort Leavenworth under the TRADOC G-2.

FMSO manages and conducts analytical programs focused on emerging and asymmetric

threats, regional military and security developments, and other issues that define evolving

operational environments around the world. Find FMSO products at

<http://fmso.leavenworth.army.mil/recent.htm> or

<http://fmso.leavenworth.army.mil/products.htm>.

Military Review (MR)

MR is a refereed journal that provides a forum for original thought and debate on the art

and science of land warfare and other issues of current interest to the U.S. Army and the

Department of Defense. Find MR at <http://usacac.leavenworth.army.mil/CAC/milreview>.

TRADOC Intelligence Support Activity (TRISA)

TRISA is a field agency of the TRADOC G2 and a tenant organization on Fort Leavenworth.

TRISA is responsible for the development of intelligence products to support the

policy-making, training, combat development, models, and simulations arenas. Find TRISA

Threats at <https://dcsint-threats.leavenworth.army.mil/default.aspx>

(requires AKO password and ID).

United States Army Information Operations Proponent (USAIOP)

USAIOP is responsible for developing and documenting all IO requirements for doctrine,

organization, training, materiel, leadership and education, personnel, and facilities;

managing the eight personnel lifecycles for officers in the IO functional area; and

coordinating and teaching the qualification course for information operations officers. Find

USAIOP at <http://usacac.army.mil/CAC/usaiop.asp>.

U.S. Army and Marine Corps Counterinsurgency (COIN) Center

The U.S. Army and Marine Corps COIN Center acts as an advocate and integrator for

COIN programs throughout the combined, joint, and interagency arena. Find the U.S.

Army/U.S. Marine Corps COIN Center at: <http://usacac.army.mil/cac2/coin/index.asp>.

Support CAC in the exchange of information by telling us about your

successes so they may be shared and become Army successes.

U.S. UNCLASSIFIED

REL NATO, GCTF, ISAF, MCFI, ABCA

For Official Use Only

STP-34-96U14-SM-TG

Soldier’s Training Publication

Headquarters

No. 34-96U14-Soldier’s Manual and Trainer’s Guide

Department of the Army

Washington, DC, 29 March 2004

SOLDIER'S MANUAL AND TRAINER'S GUIDE

for MOS 96U

TACTICAL UNMANNED AERIAL VEHICLE

OPERATOR

Skill Levels 1, 2, 3, and 4

Table of Contents

Page

PREFACE

viii

Chapter 1. Introduction

1-1

1-1. General

1-1

1-2. Task Summaries

1-1

1-3. Soldier Responsibilities

1-2

1-4. NCO Self-Development and the Soldier’s Manual

1-2

1-5. Training Support

1-2

Chapter 2. Trainer's Guide

2-1

2-1. General

2-1

2-2. Subject Area Codes

2-2

2-3. Duty Position Training Requirements

2-3

2-4. Critical Tasks List

2-3

DISTRIBUTION RESTRICTION: Distribution authorized to U.S. Government agencies only to protect technical or

operational information from automatic dissemination under the International Exchange Program or by other means.

This determination was made on 21 March 2003. Other requests for this document must be referred to U.S. Army

Intelligence Center and Fort Huachuca, ATZS-FDT-IA, BLDG 61730, 550 Cibeque Street, STE 195, Fort Huachuca,

AZ 85613-7017.

DESTRUCTION NOTICE: Destroy by any method that will prevent disclosure of contents or reconstruction of the

document.

STP 34-96U14-SM-TG

Chapter 3. MOS/Skill Level Tasks

3-1

Skill Level 1

Subject Area 1: Emplacement Operations

301-96U-1012S Emplace an Unmanned Aerial Vehicle (UAV) Air Vehicle

Transport (AVT) (Shadow)

3-1

301-96U-1013H Emplace an Unmanned Aerial Vehicle (UAV) Fuel Point

(Hunter)

3-2

301-96U-1014H Emplace an Unmanned Aerial Vehicle (UAV) Mobile Power Unit

(MPU) (Hunter)

3-12

301-96U-1015 Emplace an Unmanned Aerial Vehicle (UAV) Ground Control

Station (GCS)

3-13

301-96U-1016S Emplace an Unmanned Aerial Vehicle (UAV) Portable Ground

Control Station (PGCS) (Shadow)

3-14

301-96U-1018 Emplace an Unmanned Aerial Vehicle (UAV) Ground Data

Terminal (GDT)

3-15

301-96U-1019S Emplace an Unmanned Aerial Vehicle (UAV) Portable Ground

Data Terminal (PGDT) (Shadow)

3-16

301-96U-1026H Emplace an Unmanned Aerial Vehicle (UAV) Launch and

Recovery Terminal (LRT) (Hunter)

3-17

301-96U-1027S Emplace an Unmanned Aerial Vehicle (UAV) Launcher (LAU)

(Shadow)

3-18

301-96U-1028S Emplace an Unmanned Aerial Vehicle (UAV) Tactical

Automated Landing Systems (TALS) (Shadow)

3-19

301-96U-1029S Emplace Unmanned Aerial Vehicle (UAV) Arresting Gear (AG)

(Shadow)

3-20

301-96U-1030H Emplace Unmanned Aerial Vehicle (UAV) Flight Line Support

Equipment (Hunter)

3-21

301-96U-1031H Emplace an Unmanned Aerial Vehicle (UAV) Mobile

Maintenance Facility (MMF) (Hunter)

3-22

301-96U-1032 Emplace an Unmanned Aerial Vehicle (UAV) Remote Video

Terminal (RVT)

3-23

301-96U-1033 Assemble an Unmanned Aerial Vehicle (UAV)

3-24

Subject Area 2: Flight/Mission Operations

301-96D-1050 Plot Universal Transverse Mercator (UTM) Coordinates on a

Map, Image or Geospatial Data

3-25

301-96U-1060 Prepare an Unmanned Aerial Vehicle (UAV) Ground Control

Station (GCS) for Operation

3-27

301-96U-1061S Prepare an Unmanned Aerial Vehicle (UAV) Portable Ground

Control Station (PGCS) for Operation (Shadow)

3-29

301-96U-1063S Prepare an Unmanned Aerial Vehicle (UAV) Launcher (LAU) for

Operation (Shadow)

3-30

301-96U-1064 Prepare Unmanned Aerial Vehicle (UAV) Remote Video Terminal

(RVT) for Operation

3-31

301-96U-1065 Perform Unmanned Aerial Vehicle (UAV) System Preflight

Procedures

3-32

301-96U-1066 Perform Unmanned Aerial Vehicle (UAV) Launch Procedures

3-33

Table of Contents

301-96U-1067 Perform Unmanned Aerial Vehicle (UAV) Mission Planning

Procedures

3-34

301-96U-1068H Perform an Unmanned Aerial Vehicle (UAV) Air Data Relay

(ADR) Mission (Hunter)

3-35

301-96U-1069 Perform Unmanned Aerial Vehicle (UAV) Control Station Transfer ... 3-36

301-96U-1070 Operate an Unmanned Aerial Vehicle (UAV) Remote Video

Terminal (RVT)

3-37

301-96U-1071 Perform Unmanned Aerial Vehicle (UAV) Flight Procedures

3-38

301-96U-1072 Perform Unmanned Aerial Vehicle (UAV) Payload Operations

3-42

301-96U-1073 Perform Unmanned Aerial Vehicle (UAV) Reconnaissance

Operations

3-46

301-96U-1074 Perform Unmanned Aerial Vehicle (UAV) Surveillance Operations ... 3-48

301-96U-1075 Perform Unmanned Aerial Vehicle (UAV) Target Acquisition

Operations

3-50

301-96U-1076 Perform Unmanned Aerial Vehicle (UAV) Emergency Procedures

3-52

301-96U-1077 Perform Unmanned Aerial Vehicle (UAV) Recovery Procedures

3-54

301-96U-1078 Perform Power Down Procedures for an Unmanned Aerial

Vehicle (UAV) Ground Control Station (GCS)

3-55

301-96U-1079S Perform Power Down Procedures for an Unmanned Aerial

Vehicle (UAV) Portable Ground Control Station (PGCS)

(Shadow)

3-56

Subject Area 3: Displacement Operations

301-96U-1112S Displace an Unmanned Aerial Vehicle (UAV) Air Vehicle

Transport (AVT) (Shadow)

3-57

301-96U-1113H Displace an Unmanned Aerial Vehicle (UAV) Fuel Point

(Hunter)

3-58

301-96U-1114H Displace an Unmanned Aerial Vehicle (UAV) Mobile Power Unit

(MPU) (Hunter)

3-59

301-96U-1115 Displace an Unmanned Aerial Vehicle (UAV) Ground Control

Station (GCS)

3-60

301-96U-1116S Displace an Unmanned Aerial Vehicle (UAV) Portable Ground

Control Station (PGCS) (Shadow)

3-61

301-96U-1118 Displace an Unmanned Aerial Vehicle (UAV) Ground Data

Terminal (GDT)

3-62

301-96U-1119S Displace an Unmanned Aerial Vehicle (UAV) Portable Ground

Data Terminal (PGDT) (Shadow)

3-63

301-96U-1126H Displace an Unmanned Aerial Vehicle (UAV) Launch Recovery

Terminal (LRT) (Hunter)

3-64

301-96U-1127S Displace an Unmanned Aerial Vehicle (UAV) Launcher (LAU)

(Shadow)

3-65

301-96U-1128S Displace an Unmanned Aerial Vehicle (UAV) Tactical

Automated Landing System (TALS) (Shadow)

3-66

301-96U-1129S Displace Unmanned Aerial Vehicle (UAV) Arresting Gear (AG)

(Shadow)

3-67

301-96U-1130H Displace Unmanned Aerial Vehicle (UAV) Flight Line Support

Equipment (Hunter)

3-68

iii

Military reference books and manuals (2009-2023, Volume 7) - page 2