How to Prepare a Class

What you need to do

Instructor: 1LT Marks Assistant Instructor: SSG Maricle

How to Prepare Class

TASK: Prepare a Class in accordance with unit SOP CONDITIONS: Given a classroom environment, paper, writing instrument, and appropriate training aids, demonstrate the proper way to prepare for a class. STANDARDS: Prepare a class that will keep soldiers motivated and will train them to standard.

How to Prepare a Class

RISK MANAGEMENT WORKSHEET
1. Organization and Unit Location: 2. Page of

110TH Military Police Company, Fort Hood, TX

3. Mission/Task: 4. DTG Begin: 5. DTG End:

1
6. Date Prepared:

1 8 Oct 04

How to Prepare a Class 120900Oct04

7. Operational Phase in which the Mission/Task will be conducted:

121100Oct04

Opportunity Training, White Cycle

8. Prepared by: (Name/Rank/Duty Position)

SSG Maricle; 1ST PLT PSG; 110TH MP CO

9. Identified Hazards: 10. Assess the Hazards: Initial Risk: (Check Low,
Med,High,ExHigh)

11. Developed Control Measures for Identified Hazards: (Specific measures taken to reduce the probability and severity of a
hazard)

12. Make Risk Decisions: Remaining Risk:

(Risk level after the precautions applied)

13. How to Implement the Controls:

(Include SOPs and Opns Orders, etc.)

14. Supervision and Evaluation by:

(Designated technical exper by senior NCO or officer, by squad or team leader, etc.)

(Be Specific)

Heat Injuries

M X

(Be Specific)

Water on site/ Forced hydration ID previous heat causalities Breaks areas and Restrooms located on site

L X

(Be Specific)

(Be Specific)

FH Reg 350-40 FM 21-11 FM 21-20

SSG Maricle ensures water availability and proper breaks are take SSG Maricle will give breaks every hour to allow soldiers to stretch and relieve themselves

Personal Injuries (Sleeping)

15. Remaining Risk Level After Countermeasures Are Implemented:

(CIRCLE HIGHEST REMAINING RISK LEVEL)

LOW X

MEDIUM

HIGH

EXTREMELY HIGH

16. RISK DECISION AUTHORITY: (Approval Authority Signature Block)(If Initial Risk Level High or Extremely High, Brief Risk Decision Authority at that level on Controls and Countermeasure used to reduce risks.)

Alexis M. Marks, 1LT, MP, Platoon Leader (Signature indicates only that the appropriate risk decision authority was notified of the initial risk level, control measures taken and appropriate resources requested)

Understanding the Risk Management Process

1LT Marks SSG Maricle

Purpose

Introduce the concept of risk

management

References: FM 101-5, Appendix J http://safety.army.mil/

How to Prepare a Class

Task: Verify the implementation of the risk
management process at company level. Conditions: Given a scenario, with a complete risk management worksheet, in a classroom environment and student handouts. Standards: Make a written report that correctly identifies the hazards associated with the mission or task, the level of risk for each identified hazard, and the initial overall level of risk.

Outline

What is Risk Management Why Risk Management Definitions The Risk Management process Risk Management Integration Risk Management Matrix Summary conclusion

What is Risk Management?

Risk management is the best process for
protecting the force. It provides a systematic, logical approach to identifying and controlling hazards that endanger our resources. Risk management supports and encourages initiative allowing flexibility, adaptability and eagerness to act. It is not just related to safety; it applies to all elements or force protection in all situations and environments.

Why Risk Management?

Preserve combat power Because it works!
- Dramatic decrease in accidents Army-wide

Key Definitions
Hazard A condition with potential of
causing injury to personnel, damage to equipment. Risk An expression of possible loss over a specific period of time or number of operational cycles. Risk Assessment The process of detecting hazards systematically assessing their overall risk Gambling The process of making risk decisions without apply the risk management process

Key Definitions
Tactical Risk: Risk associated with hazards
that exist because of the presence of the enemy or an adversary. Accident Risk: Includes all operation risk considerations other than tactical risk, and can include activities associated with hazards concerning friendly personnel, equipment readiness, and environment conditions.

Risk Management Process

IDENTIFY HAZARDS ASSESS HAZARDS MAKE RISK
DECISION/DEVELOP CONTROLS IMPLEMENT CONTROLS SUPERVISE

The Process
2. Assess Hazards 3. Develop Controls

RISK MANAGEMENT PROCESS

1. Identify Hazards

4. Implement controls

5. Supervise

The Process
Step 1 - Identify Hazards: Consider all aspects of
current and future situations, environment, and know historical problem areas. Example of some Hazards: Time for mission prep & execution Terrain(rough, hills, swamp, etc) Transportation to and from the operation site Skill level of personnel Intensity of operation (probability of taking shortcuts)

The Process
Step 2 Assess Hazards: Assess hazards to
determine their level of risk on the mission/task. Determine the initial overall level of risk.

Mission routine, complex, no sweat Enemy combat or training Terrain water, cliffs, swamps mountains Troops training, physical condition, sleep plans, morale Time adequate for planning, for the mission Hill vs Mountain

The Process
Step 3 Develop controls: Decide what
controls are needed to reduce the hazards. There will always be some element of risk; we can never completely eliminate it, but we must minimize risk by controlling all the elements that we can.

Reduce Risks Modify plan Modify Training Inform the troops Do mission benefits outweigh the risk The senior leader makes the final decision on risk acceptance

The Process
Step 4 Implement Controls: Decide how
each control will be put into effect or communicated. Implementing controls includes coordination and communication with superiors, subordinates, and individuals executing the mission/task. Plans SOPs Standards Rehearsals Ensure all know the risk and how to avoid or reduce

The Process
Step 5 Supervise and Evaluate:
Ensure controls are working Determine effectiveness Safety performance during AAR Improve controls as required

Risk Management Integration

THE NEXT GENERATION Embed RM in all Army does Incorporates AAR
Were controls communicated? Were controls implemented? Was Risk Management effective?

Risk Management Integration Plan

Draft dated 24 Dec 97

RISK ASSESSMENT MATRIX

CATASTROPHIC

FREQUENT

LIKELY OCCASIONAL SELDOM

UNLIKELY

A
EXTREMELY HIGH

B
EXTREMELY HIGH

C
HIGH

D
HIGH

E
MEDIUM

CRITICAL

II III IV

EXTREMELY HIGH

HIGH

HIGH

MEDIUM

LOW

MODERATE

HIGH

MEDIUM

MEDIUM

LOW

LOW

NEGLIGIBLE

MEDIUM

LOW

LOW

LOW

LOW

PROBABILITY
A FREQUENT = OCCURS OFTEN B LIKELY = OCCURS FREQUENTLY C OCCASIONAL = OCCURS SOMETIMES D SELDOM REMOTE OCCURRENCE E - UNLIKELY

SEVERITY
CATASTROPHIC DEATH OR PERMANENT DISABILITY CRITICAL TEMPORARY OR PARTIAL DISABILITY MODERATE MINOR INJURY, LOST WORKDAYS NEGLIGIBLE FIRST AID TREATMENT

RISK LEVELS
EXTREMELY HIGH LOSS OF ABILITY TO ACCOMPLISH THE MISSION HIGH - SIGNIFICANTLY DEGRADES MISSION CAPABILITY MEDIUM DEGRADES MISSION CAPABILITY LOW LITTLE OR NO IMPACT TO MISSION CAPABILITY

APPROVING AUTHORITY
EXTREMELY HIGH CG HIGH BDE COMMANDER MEDIUM BN COMMANDER LOW CO COMMANDER

Summary

What Risk Management is Why Risk Management is important Definitions The Risk Management process Risk Management Integration Risk Management Matrix

Questions?

Conclusion
Risk management helps us preserve combat power and retain the flexibility for bold and decisive action. Proper risk management is a combat multiplier that we can ill afford to squander. General Reimer

How to Prepare a Class

Take a 15 Minute Break

Go get your fellow soldiers

You have two minutes

Timeline of the development of a class

Receive the tasking 6 weeks
in advance of block of instruction At N-6 Weeks request training areas and training aids At N-5 Weeks Present a basic outline to the Platoon Sergeant and Platoon Leader and check on training areas/aids. Outline should include the MSO, a rough outline of the class, and Risk Assessment.

At N-4 Weeks schedule a

time to brief the Platoon Sergeant or Platoon Leader on your class At N-2 Weeks Confirm training areas. Leaders Recon. Pick up training aids. Schedule a time to brief the 1SG on class. AT N-1 Week reconfirm training areas. Present corrected Class to Platoon Sergeant. At N-1 Week to N-1 Day Brief 1SG on Class

How to Prepare a Class

110th MP CO SENTINALS
OPORD 04-001 061400SOCT04 FORT HOOD, TX PAGE 1 of 1

(110TH ACTIVATION CEREMONY)

TASK ORG: NO CHANGE

I. SITUATION: II. MISSION: III. EXECUTION:

ADD ADD

The 110th MP CO and the 26th MP DET will be conducting an Activation Ceremony. The 110th Military Police Company will provide soldiers to participate in the ceremony and reception on 14 Oct 04 at 1100 hrs.

ADD INSERT MISSION SUPPORT ORDER EXAMPLE HERE

A. COMMANDER'S INTENT: B. CONCEPT OF OPS: C. TASKS TO SUB UNITS:

ADD ADD

I intend that all available soldiers participate in the ceremony and reception. The 110th MP CO and the 26th MP DET will conduct an activation ceremony with reception to follow. The 178th will conduct a change of command ceremony. 1. 2. 1st PLT provide all available soldiers to attend. HQ PLT provide all available soldiers to attend.

S1

ADD

How to Prepare a Class

COORD. INSTRUCTIONS AD 1. D 2. 3. The 110th MP CO will provide personnel to stand in formation and 1 OIC, 1 NCOIC , and 5 soldiers to set up the 110th MP CO reception. Practice for ceremony will be 130900SOCT04. Inspection will be 121500SOCT04. Uniform for ceremony will be pressed BDUs, Highly shined all black boots and beret. Soldiers will hand carry these items to the inspection. IV. SERVICE & SUPPORT AD D V. COMMAND & SIGNAL OFFICIAL AD 1. COMMAND: Point of contact for the 110th MP CO is SGT Dale, OPS @ 553-1540. D SIGNAL: None 2.

ROCHELLE

CDR

DISTRIBUTION CDR, 110TH MP CO 1SG, 110TH MP CO 1ST PLT, 110TH MP CO

How to Prepare a Class

8 Step Training Model

8 Step Training Model

Plan the training Train the trainers Recon the site Issue the order Rehearse the training Execute the training Evaluate the training Retrain as necessary

How to Prepare a Class Plan the Training

The OPTEMPO is highthere is time to train but no
time to waste. Training strategy must be battle-focused and METL driven or Law Enforcement driven. We no longer have the luxury of training anything else. Develop clear training objectives and a way to measure your progress toward proficiency in a given task. Leaders must seize every opportunity to get soldiers to the field, fire weapons, and maneuver as a combined arms team.

How to Prepare a Class

Train & Certify Leaders

Focus on your training methodology to execute

and develop leaders as superb trainers. Identify the key skills that contribute to success, and develop a certification program that validates the proficiency of your leaders. Leader training not only ensures the leader knows how to perform the task, it also allows the leader to decide the best way to train the task. By training, coaching, and mentoring our leaders, we set them up for success, we shape them professionally, and most importantly, we show them we care.

How to Prepare a Class Recon the Site

Reconnaissance allows the leader to
determine whether a site is suitable for a specific training event. Select an Appropriate Training Site or Facility Dont use an open field to do MOUT Training

How to Prepare a Class Issue the Plan

The plan is usually stated in the form of a written or
oral orderused to transmit information and instructions to subordinates. Expressing orders in standard formats containing essential elements, ensures that instructions are conveyed clearly, concisely, and completely. Referencing SOPs for tasks often expedites issuance of orders. Use the standard OPORD or Mission Support Order (MSO) format. Clearly state your intent in a way that is easy to understand, so mission accomplishment is possible in the absence of further instructions.

How to Prepare a Class Rehearse

Helps to ensure maximum effectiveness of training. If
leaders can visually conceptualize the task, they will no doubt execute better when the time comes. Allows a chance to work out the kinks or eliminate any problems that may distract training. Well directed rehearsals help soldiers become familiar with what they must do. A good way to rehearse is to have the leader walk and talk the soldiers through each action. Examples: Rock drills, dry and wet run-through

How to Prepare a Class Execute

Much of success in this phase depends on the quality of
our training meetings and whether they address critical issues of execution. Orders must have clear coordinating instructions so that each leaders duty and method is clear. We must continually emphasize training to standard, not time. Allow adequate time between events for preparation of the next event. Supervise

How to Prepare a Class Conduct an AAR

We must master the how to of the after
action review. It is a critical to the assessment phase as well as determining what to train next. This gives the chance for leaders and soldiers to give valuable input and express their feelings about the previous training. Be candid, be frankheck, be brutally honest. This is the time to put all pride aside and really discuss what went well and more importantly, what needs to be improved on. Here is the time to do so, not at the NTC or JRTC.

How to Prepare a Class Retrain

If the unit does not demonstrate task force level
proficiency through the formal EXEVAL, they must be retrained. The recertification process of key skills is critical to our progression strategy. Soldiers need to understand that substandard performance and failure are unacceptable and they will be retrained. We owe it to them as leaders.

Take a 15 Minute Break

MILITARY BRIEFINGS

There are two types of speakers, those that are nervous and those that are liars.
Mark Twain

References
FM 101-5 Staff Organization &
Operations
- Appendix E, Military Briefings

The Power of Briefing

Seizing opportunity
Look, sound and act more like a leader Requires the right thinking and a correct attitude

Command the room, influence the audience

Just twelve minutes in front of the right audience can be worth more than a whole year behind your desk.

Types of Military Briefings

Information Decision Mission Staff

Formats
Staff Officers Guide
- Chapter 5, Briefings

FM 101-5 Staff Organization &

Operations
- Appendix E, Military Briefings

Characteristics of Good Briefings

Material is relevant, interesting, well organized,
jargon free, well known Voice is energetic, loud, clear, good pronunciation, not too fast or slow Body language is relaxed Eyes address the audience Clothing is appropriate Visual aids are clear, necessary

Preparing Your Introduction

An invitation to listen

Get your audiences attention Give people a reason to listen to your

message Give people a reason to listen to you Consider the mood you want to set Consider what you do best Preview your message

Preparing Your Introduction

Gaining attention

Involve your
audience Relate a personal experience Ask a rhetorical question Create suspense

Provide a dramatic
example Use humor Open with a quotation Startle the audience Tell a story

Building Perceptions of Integrity

Speak from responsible knowledge Be honest Be straightforward Acknowledge opposing positions Demonstrate personal commitment Be concerned with the consequences of your words

Perceptions of Competence
(1 of 2)

Know and understand your topic Refer to personal experiences with the topic Acquire responsible knowledge Cite authoritative sources

Perceptions of Competence
(2 of 2)

Organize your message so it is easy to

follow Pronounce words correctly Present your briefing with confidence

Organization of the Briefing

Introduction
Your chance to hook the audience Tell the audience what you are going to say Body Tell the audience what you have to say Provide details and examples of the topic

Conclusion
Tell the audience what you said Summarize the main points of the body

The Body
One theme one message
Sub-topics
2
3

Give Examples For Each Sub-topic

Nest outlines or summaries to keep audience tracking

The Body

The Rule of Threes

People are naturally inclined to

understand things in terms of three parts.

Prepare Main Points

Prepare a research overview Identify repeated information and ideas Limit the number of your main points Select points that fit your purpose Select points that fit your audience

Seven Types of Briefing

Structures

Space: how parts fit to form a whole Classification: sets up categories Comparison: highlights similarities Contrast: highlights differences

Seven Types of Briefing

Structures
Cause-Effect: shows a relationship Problem-Solution: persuasive Time: events or steps in a process

Transitions
Telland show

Show
and Tell

Useful Transitions
Explanation

For example To illustrate For instance In other words To simplify To clarify Case in point
Captain Murphy

Useful Transitions
Importance

Most importantly Above all Keep this in mind Remember Listen carefully Take note of Indeed
Dr. Alan Keyes

Useful Transitions
Numerical order

First Second In the first place To begin with Initially Subsequently Eventually Finally Dr. Evil

Useful Transitions
Comparisons

Compared with Both are Likewise In comparison Similarly

Alike Of equal importance Another type of Like Just as

Common Mistakes When Using Transitions

DONT use transitions at all Using transitions that are too short to bridge
to the next idea Using the same transition throughout the briefing
Use Stickees on your notes!

The Physical Dimension

Behind the Lectern

Gestures
Respond naturally to what you think, feel and see Create the condition for
gesturing, not the gesture Make your gestures convincing Make them smooth and well timed

Movement
Why move?
Forces people to focus and follow you Natural Relieve stress and relax

Use three positions

Home position Two relatively near the home position

Three steps, moving at a

shallow angle

The EYES
Know your material well
rehearse enough so you do not have to depend heavily on notes Up, down, up!

Establish a personal bond with listeners

Select one person (5 to 10 seconds) Then shift Show sincerity and interest in your audience

Monitor visual feedback

Actively seek out valuable feedback Volume, bored, puzzled

What Comes Out of Your Mouth

Vary the pitch of your voice Speak loudly and clearly Slow down, pause Use conversational tone Listen, do you hear ahs and ums Focus on the bottom (deepest pitch) of your voice range

Enthusiasm
A combat multiplier for briefings

Enthusiasm is contagious We judge others by their behavior If it is important enough to talk about. Feedback - what do you see?
Appreciation Surprise Genuine delight

Remember, this is person to person!

Barbara Jordon

How to Remember the Material

Memorizing Reading from
complete text Using notes Using visual aids as notes

Preparing Your Conclusion Providing closure

Signal the speech is coming to an end Summarize the main points What mood you want to sustain Consider what you do best Give listeners something to remember Issue a call for action if appropriate

Controlling Nervousness

Know your subject cold. Be over-prepared. Talk to one person at a time. Stand up straight. Breath properly. Know exactly what your opening line is going to be. Say to yourself, I know what I am going to say and Im glad for this chance to say it. When you are in command of your briefing, you come across as a leader.

Overcoming Speaking Anxiety

(1 of 2)

Know the room Know the audience Know the material Learn how to relax Visualize yourself speaking

Overcoming Speaking Anxiety

(2 of 2)

Realize people want you to succeed Dont apologize for being nervous Concentrate on your message Turn nervousness into positive energy Gain experience

He who fails to prepare is preparing for failure

Handling Questions
Repeat so the entire audience hears Pause, reflect on the question before
answering Avoid prolonged discussions with one person If you cant answer it, just say so Dont make stuff up
AFLAC!

Practice
The single most important factor for success Reflects upon you and your attitude towards
the material and audience Practice all parts equally Rule of thumb 10 practice runs for any one presentation

Dont Let Your Briefing End Up Like This

Rehearse, Rehearse and Rehearse!

Thank God it wasnt a moose!

How to prepare for a class

Questions

How to prepare a class

After Action Review