FirstSpear

Archive for the ‘Profession of Arms’ Category

NEW Army Training Requirements Regulation – Doc Is Cut In Half!

Saturday, June 7th, 2025

The Army has just published a “major revision” to the draft version of AR 350-1 Army Training and Leader Development, which has been floating around in draft format for the past few months.

The new directive is half of the size it used to be!

This major revision, dated 1 June 2025—

• Removes “resilience” (common mandatory training) (table C–1).

• Incorporates guidance from Executive Order 14183 (throughout).

• Incorporates guidance from Army Directive 2018-02, Global Cultural Knowledge Network, 4 April 2018 (throughout).

• Incorporates guidance from Army Directive 2018-07-4, Prioritizing Efforts-Readiness and Lethality (Update 4), dated 26 April 2018 (throughout).

• Incorporates guidance from Army Directive 2018-07-05, Prioritizing Efforts-Readiness and Lethality (Update 5), dated 9 May 2018 (throughout).

• Incorporates guidance from Army Directive 2018-07-11, Prioritizing Efforts-Readiness and Lethality (Update 11), dated 26 June 2018 (throughout).

• Incorporates guidance from Army Directive 2018-07-17, Prioritizing Efforts-Readiness and Lethality (Update 17), dated 28 November 2018 (throughout).

• Incorporates guidance from Army Directive 2018-07-18, Prioritizing Efforts-Readiness and Lethality (Update 18), dated 4 January 2019 (throughout).

• Incorporates guidance from Army Directive 2018-22, Retention Policy for Non-deployable Soldiers, dated 8 November 2022 (throughout).

• Incorporates and rescinds guidance from Army Directive 2019-31, Integration or Refresher Training for Prior Service Personnel, dated 3 October 2019 (throughout).

• Incorporates guidance from Army Directive 2021-08, Implementation and Sustainment of Army Medical Department Individual Critical Task Lists, dated 19 March 2021 (throughout).

• Incorporates guidance from Army Directive 2021-17, Lateral Appointment to Corporal and Eligibility for Basic Leaders Course, dated 21 May 2021 (throughout).

• Incorporates and rescinds guidance from Army Directive 2022-05, Army Combat Fitness Test, dated 23 March 2022 (throughout).

• Incorporates guidance from Army Directive 2023-11, Army Body Fat Assessment for the Army Body Composition, dated 9 June 2023 (throughout).

• Incorporates guidance from Army Directive 2025-02, Parenthood, Pregnancy, and Postpartum, dated 24 February 2025 (throughout).

• Incorporates guidance from Army Directive 2025-04, Initial Entry Training for Reserve Component Soldiers, dated 25 March 2025 (throughout).

• Incorporates guidance from Army Directive 2025-06, Army Fitness Test, dated 17 April 2025 (throughout).

• Changes Army Combat Fitness Test to Army Fitness Test (throughout).

• Removes requirements for Home Station Master Plan, Army Training Strategy, and Army Leader Development Strategy (throughout).

• Deletes previous chapters on Culture and Language and Distributed Learning Program (throughout).

• Reduces Training Support System content in this regulation; rather referring to specific regulations (throughout).

I realize it won’t make everyone happy but it eliminates some extraneous mandatory training requirements and allows commanders flexibility to concentrate on more mission focused training.

Get your copy here.

New CMSgts Complete Chief Initial Mission Command Training

Wednesday, June 4th, 2025

EGLIN AIR FORCE BASE, Fla. (AFNS) —
Chief Master Sgt. of the Air Force David Flosi hosted more than 500 newly-selected chief master sergeants for the inaugural Chief Initial Mission Command Training May 19–23 at Fort Walton Beach and Tyndall Air Force Base in Florida.

CIMCT is not a traditional orientation, it’s a warfighting development experience built to prepare senior enlisted leaders to lead in today’s contested environment. The five-day training replaced the former Chief Orientation Course, prioritizing field immersion, mission command, and warrior ethos.

“Our Air Force exists to kill people and blow shit up — it’s always been our purpose,” said Flosi. “We exist to defend the nation and provide the president with credible options across the scale of conflict. CIMCT brings us to our first principle.”

The training began with mission briefs, leadership panels, and classified threat updates, immediately followed by a no-notice deployment exercise. Participants processed through a personnel deployment function line before moving to the Silver Flag compound at Tyndall AFB, simulating the speed and unpredictability of real-world taskings.

At Tyndall, the new chiefs established a bare base, built tents, lived in field conditions, and executed mission orders under a simulated Air Tasking Order. Chiefs worked across functional lines in mixed teams to complete combat tasks.

Participants also took part in the Mission Ready Airman Course, where they repaired spalls, covered craters with matting, loaded weapons onto an F-16 Fighting Falcon, and conducted a dignified transfer and internment. Each task reinforced core warfighting skills and emphasized the demands of operating in contested environments.

“We didn’t just talk about warfighting — we demonstrated it,” said Flosi. “Chiefs experienced what it means to operate in a contested environment, including limited communications, contested logistics, and unfamiliar terrain. They’ll take this back and apply it locally so that Airmen train and prepare together before they ever deploy.”

During the training, Air Force Chief of Staff Gen. David W. Allvin also addressed the cohort, reinforcing the vital role of Airmen in today’s operating environment.

“The Airmen are our secret weapon, chiefs,” said Allvin. “The initial returns we’re seeing from younger Airmen—who are starting to do the stuff you’re experimenting with right now—they’re loving it. They no longer see themselves as just a weatherman or just a PA troop—they’re seeing themselves as, ‘I know what it takes to do this mission. I know what I can contribute.’ They feel like part of the mission.”

Participants operated in teams, structured not by Air Force Specialty Code, but by shared purpose, executing tasks under pressure and adapting to rapidly changing conditions.

One of the most powerful moments, he noted, came at sunset: hundreds of chiefs sitting together, eating MREs, preparing to sleep in the field.

“It was inspiring,” said Flosi. “They were eating together, sleeping in tents, and pushing through shared hardship. That’s where bonds are built and unity of purpose takes root. This group leaned into the mission, into each other, and into the challenge. You can’t script that, but it’s one of the most powerful outcomes of this training.”

U.S. Air Force Chief Master Sgt. Brian Haney, 732nd Air Mobility Squadron aerial port superintendent, described the experience as a powerful return to warfighting roots.

“The CIMCT course has been phenomenal. The overall hands-on training … getting out in the field, getting the sweat and experience — something we haven’t done in 10, 15 years — has been refreshing,” he said. “It’s one thing to lead and give direction, but to actually get out there with them, experience it, and know what they’re going through, it just gives you a broader perspective.”

CIMCT builds on a 2024 event where Flosi brought senior enlisted leaders to Joint Base Pearl Harbor-Hickam, Hawaii; Andersen Air Force Base, Guam; and Tinian, Northern Mariana Islands, to experience operations in the Indo-Pacific. This year’s iteration marked a deliberate expansion, targeting the next generation of enlisted leaders.

“When I stepped into this role, we found gaps in how our senior enlisted leaders were being prepared,” said Flosi. “We adjusted how we train new Airmen, but we hadn’t caught up on the leadership side. CIMCT helps close the gap.”

The event delivered more than training: it fostered leadership, trust, and the culture of readiness needed to drive lethality at every echelon.

“It takes all of us to execute the mission and these chiefs are proving they’re ready to lead from the front,” Flosi said.

Via Eglin Public Affairs

Advising the Other Side of the COIN II

Saturday, May 31st, 2025

INTRODUCTION

In war, whether its counterinsurgency (COIN) operations or large-scale combat operations (LSCO), “the side that is best prepared, best understands an operational environment, adapts more rapidly, and acts more quickly in conditions of uncertainty is the one most likely to win.”[1] This is a lesson best observed in urban environments, such as in the large cities in Ukraine where the local population influences and are influenced by the tactical and operational outcomes of military operations. This document explores existing COIN doctrine and seeks to relate how, during LSCO, the principles of clear, hold, and build remain valid in terms of consolidating gains, especially through the lens of security force assistance (SFA). In doing so, it is important to define doctrinal terms such as COIN, LSCO, and consolidation of gains to frame the discussion of how clear, hold, and build connects to existing doctrine as it all relates to the ongoing military operations in Ukraine, for example. Therefore, the purpose of this document is to inform Army planners at all echelons of the utility of how clear, hold, and build are still relevant during LSCO to achieve those tactical gains that support decisive operational outcomes.

COIN, as a subset of irregular warfare, is defined as “the blend of comprehensive civilian and military efforts designed to simultaneously defeat and contain insurgency and address its root causes.”[2] If insurgency is the organized use of subversion and violence to seize, nullify, or otherwise challenge the political status quo in a country or region, then COIN is the unified approach to countering an insurgency’s momentum. There are several examples of recent U.S. COIN, such as in Afghanistan, Iraq, and Columbia. The important consideration in understanding COIN is it tends to be long-term, often decades to achieve desired strategic outcomes. Much of COIN, when active, is tied to country- or region-specific foreign internal defense programs, which recently have shifted away from lethal counterterrorism operations to building partner capacity to address the broader security challenges in a country or region.

“LSCO are extensive joint combat operations in terms of scope and size of forces committed, conducted as a campaign aimed at achieving operational and strategic objectives.”[3] During large-scale ground combat, Army forces focus on defeating enemy ground forces through a balance of offensive, defensive, and stability operations. Yet, critical to these three operations is the consolidation of gains once Army forces have achieved relative advantage over enemy ground forces, but how is consolidating gains understood or implemented at the tactical level?

Consolidation of gains are “activities to make enduring any initial operational success and to set the conditions for a sustainable security environment, allowing for a transition of control to other legitimate authorities.”[4] At the tactical level, this should look like short term, yet sustainable, stability activities or targeted civil-military operations in large urban centers, such as Mariupol in Ukraine. It also could translate into training and equipping local security or police forces, as part of broader campaign objectives, depending on the authorities, but it may not necessarily be an assigned mission of a security force assistance brigade (SFAB). During a LSCO fight, SFABs will most likely support their partner force and liaise between their partner and the U.S. joint force. If true, consolidating gains in the division’s rear area, especially in terms of SFA as part of hold and build, may be tasked to other available units, such as military police or combat engineers.

Critical to consolidating gains in the rear area, or uncontested areas outside of the rear area, is understanding the civil considerations and how civil support to U.S. military operations allows Army forces to maintain momentum to conduct limited offensive operations and shape the environment in terms of influencing local populace perceptions. This document examines consolidating gains through a clear, hold, and build construct with examples of how Ukrainian security forces used COIN-era SFA developmental activities in contested areas of the Ukraine since 2014, but before the Russian invasion in 2022. Finally, this document covers what support and liaise, two of the more prominent LSCO-focused advising tasks, should look like in post-invasion Ukraine also using a clear, hold, and build construct.

CLEAR, HOLD, AND BUILD IN UKRAINE (COIN AND LSCO)

In COIN doctrine, clear, hold, and build is part of a larger concept known as shape, clear, hold, build, and transition. This document does not explore shape or transition as it is outside the scope of advising partner forces while consolidating gains in division rear areas as part of broader SFA objectives. Although consolidating gains can mean almost anything during LSCO, such as establishing defensive perimeters in key terrain or conducting civil-military operations in large urban centers, the methodology to examine the proper context of advising partner forces on SFA is through a clear, hold, and build construct. In the following three sections, COIN is introduced and described first, followed by a brief description of what advising support and liaise should look like during LSCO through the hypothetical lens of U.S. advising teams.

Clear

In COIN, clear is an offensive-oriented task to remove insurgent forces and eliminate organized resistance in an assigned area. During the clear phase, it is critical for the United States to comply with the international law of war and avoid the destruction of civilian homes or the disruption of business as upsetting either will have negative amplifiable effects to U.S. COIN efforts, especially in large cities. Once insurgent forces have been removed or eliminated, eliminating their capabilities to influence or coerce becomes a police function that will rely heavily on military forces and intelligence assets until a host nation’s security sector institutions have the capacity to assume responsibility within an assigned area.

In 2014, Russia seized Crimea and sponsored an insurgency in eastern Ukraine that killed more than 13,000 people.[5] Russia annexed Crimea, resulting in demonstrations by pro-Russian supporters that broke out across Ukraine’s southern and eastern oblasts. In the Donbas region, for example, civil unrest eventually became an armed conflict, and despite a negotiated cease-fire, low-intensity fighting continued until the Russians invaded in full force in 2022. Yet, from 2014 to 2022, despite episodic clearing operations from Ukrainian security forces, the fighting in Donbas was largely a frozen conflict, or, in international relations parlance, a situation in which an active armed conflict ended without a satisfying peaceful resolution for both combatants.

In LSCO, like COIN, clear is also an offensive-oriented task and is the most dangerous and dynamic phase. Ukrainian security forces launched a counteroffensive 29 August 2022, to retake control of the southern regions of Kherson and Mykolaiv, which were occupied by Russian troops. By 12 November, despite heavily fighting acrost Kherson oblast, Ukrainian security forces recaptured the city of Kherson, breaking Russia’s access to that area of the Black Sea coast. In this example, and as a hypothetical, had U.S. advisor teams accompanied Ukrainian security forces during their counteroffensive, support and liaise could have demonstrated greater targeting capabilities from the Ukrainians to strike at large enemy troop movements that were deployed to repel the Ukrainian counter-offensive, reducing potential partner casualties.

Hold

In COIN, hold is a defensive-oriented task to secure the populace and separate them from the insurgents. During the hold phase, U.S. forces need to establish a firm and persistent government presence and control over the assigned area. It is preferable to establish a governance apparatus that replaces the insurgent’s apparatus. Concerning consolidating gains, it is during this phase where U.S. advisors conduct SFA developmental activities, such as organize, train, equip, build, and advise (OTEBA) security forces. While LSCO continues, advisor teams may remain in the corps or division rear area to develop capabilities and build greater capacity in the security forces and their institutions.

To this end, the U.S. effort to assist Ukraine during the hold phase was through security assistance, which encompassed formal training and equipping Ukrainian security forces, but on a grander scale, which included developing greater capacity in Ukrainian defense institutions. For example, from 2015 to 2021, the United States manned a training and advising mission in Ukraine located at the Joint Multinational Training Group–Ukraine (JMTG–U) in Yavoriv. JMTG-U focused on the defense and security training of Ukrainian security forces at the echelons of brigade and below. Because of JMTG-U’s mission, some analysts speculated Ukrainian forces had the resources to develop sufficient warfighting capabilities, and, equipped with the latest military gear, were able to provide a sustained defense against the Russians when they invaded in early 2022.

In LSCO, like COIN, hold remains a defensive-oriented task. Three days following the Russian invasion of Ukraine, on 25 February 2022, Russian forces launched a massive attack to capture Kyiv, Ukraine’s capital. Yet, Russian offensive efforts stalled, along with their 40-mile-long logistics convoy that was, then, about 24 miles from Kyiv. This allowed the Ukrainians to fortify much of Kyiv, even arming civilians with more than 25,000 assault rifles and approximately 10 million bullets.[6] Russian forces made little gains capturing Kyiv during their offensive and eventually withdrew, without admitting defeat. Ukrainian forces conducted a few counteroffensives, as part of the hold, to repel Russians from suburban areas in Kyiv.

In this example, and as another hypothetical, had U.S. advisor teams partnered with Ukrainian security forces to defend Kyiv, not only would the support and liaise function facilitate more accurate counterfires from Ukrainian artillery, but it would also facilitate a more accurate common operational picture of the Russian order of battle to be shared with other interested allies and partners. Finally, as the hold becomes permanent, U.S. advisors could enable further OTEBA activities in recruiting, training, and equipping local security forces in Kyiv to build on the consolidation of gains.

Build

In COIN, build is a stability-oriented task to restore essential services, restore civil control, provide support to infrastructure and economic development, and, in a continuation from the hold phase, build on the capability and capacity of the security forces. During the build phase, the emphasis is on stability activities in an assigned area. It is also during this phase when messaging the populace about security force legitimacy should be the strongest. Stated differently, if the populace does not believe their security forces can protect them from insurgent intimidation, coercion, or reprisals, the populace may not overtly support the local security force.

In LSCO, like COIN, build remains a stability-oriented task and is arguably the longest phase most associated with reconstruction, development, and governance. In SFA terms, the build phase is where most of OTEBA occurs and is usually in safe areas identified by security forces for the reconstitution of security forces. Although not exclusively support or liaise, as it has been in clear and hold, build is immensely an advise and assist function for U.S. advisor teams and their partner forces.

CONCLUSION

Although Carl von Clausewitz is famous for his observation that war is a continuation of policy by other means, he also states the defense is intrinsically stronger in war than the offense because the offense requires overcoming resistance and is constrained by limitations, such as the culminating point where seizing key terrain becomes too costly to clear and hold.[7] This is an applicable observation for the ongoing war in Ukraine, where offensive and defensive exchanges between Ukrainian and Russian military forces are ubiquitous, especially in the cities. Stated differently, although the fighting in Ukraine is fluid, held areas can become contested again, which is why it is important to understand the clear, hold, build construct is not always a linear sequence, as some phases may overlap.

The defense, where the hold phase occurs, is also where units begin to consolidate their gains. In COIN, the center of gravity is the population, but in LSCO the center of gravity is focused on the enemy. The tactical defeat of an enemy, however, does not necessarily translate into a victory for the United States and their partner forces. Ensuring enemies cannot transition a conventional military defeat into a protracted irregular conflict is not only a foundation for achieving victory, it is the very essence of why the rapid consolidations of gains in rear areas is so very important during LSCO and why supporting and liaising with local security forces matter during the clear, hold, and build phases.

By Robert Schafer, Center for Army Lessons Learned

[1] Army Doctrine Publication (ADP) 3-0, Operations, 21 March 2025, page 1.

[2] Joint Publication (JP) 3-24, Counterinsurgency, 30 April 2021, page III-1.

[3] ADP 3-0, Operations (21 March 2025), page 4.

[4] Field Manual (FM) 3-0, Operations, 21 March 2025, page 16.

[5] Kim, Lucian. “How U.S. Military Aid Has Helped Ukraine Since 2014.” National Public Radio. 18 December 2019. Retrieved 15 April 2025. https://www.npr.org/2019/12/18/788874844/how-u-s-military-aid-has-helped-ukraine-since-2014.

[6] Khurshudyan, Isabelle; O’Grady, Siobhán; Morris, Loveday. “‘Weapons to anyone’: Across Ukraine, militias form as Russian forces near.” The Washington Post. 26 February 2022. Retrieved 15 April 2025.

[7] Michael Howard and Peter Paret, Clausewitz: On War (Princeton, NJ: Princeton University Press, 1989), 358. In Book VI, Chapter 26, Clausewitz notes it is far from certain the defensive is always the stronger form of warfare, but it is the more advantageous to adopt because it presents more conditions favorable to its success. Clausewitz further observes the defensive is a more elementary form of warfare, and therefore more readily mastered. Clausewitz was a contemporary of Sir Arthur Wellesby, 1st Duke of Wellington, and most likely drew his conclusions on defense from Wellesby’ s successful defense of key terrain over Napoleon’s offensive charge of infantry and calvary near the village of Waterloo on 18 June 1815.

Download the article in PDF here: No. 25-1018, Advising the Other Side of the COIN II [PDF – 9.4 MB]

Hegseth Announces Pay Raise for Army Paratroopers

Saturday, May 24th, 2025

FORT BRAGG, N.C. — Defense Secretary Pete Hegseth announced a pay raise for Army paratroopers today during remarks to current and former members of the 82nd Airborne Division at Fort Bragg, North Carolina.

Hegseth made the announcement during the 82nd’s All American Week, a four-day event that brings past and present paratroopers together to celebrate their service through competitions and camaraderie.

“I’ve got a bit of an announcement today that might be of interest to this community,” Hegseth said to the formation of Soldiers.

“For the first time in [decades], here [as] the secretary of defense, through the secretary of the Army, we are increasing jump pay,” Hegseth said, eliciting an enthusiastic response from the crowd.

Hazardous duty incentive pay — commonly referred to as “jump pay” — is set to increase from $150 per month to $200 for rank-and-file paratroopers.

Additionally, Hegseth added, jumpmasters — the senior paratroopers responsible for training and teaching the techniques for jumping from aircraft — will receive an additional $150 per month on top of the $150 in HDIP they already earn.

“Here’s to our paratroopers, our jumpmasters, who do the difficult things in difficult places that most Americans can never imagine,” Hegseth said following the announcement.

He emphasized that service members remain central to decision-making at the Pentagon.

“I want you to know [that] inside the corridors of the Pentagon, you are on our minds — with the decisions we make in budgets, in planning, in deployments, in orders [and] in reorganizations,” he said.” We have you and your families in mind.”

Hegseth then spoke about rebuilding the military and reestablishing deterrence — two of his top three priorities, along with restoring the warrior ethos, as outlined in his Jan. 25, 2025, message to the force.

“President [Donald J.] Trump is committed to historic investments inside our formations,” Hegseth said. “Our promise to you is that when the 82nd Airborne is deployed — if we have to call 911 for America’s response force — you will be equipped better than any other fighting force in the world.”

He added that under the current administration, the 82nd Airborne will always maintain a superior advantage in battle.

“That’s my promise to you,” he said.

On deterrence, Hegseth said the department is focused on restoring “peace through strength.”

“When I look out at this formation, the eyes of the men and women and these flags, I see the eyes of deterrence; I see the eyes of American strength; I see the eyes that will deter the wars that we don’t want to fight,” he said. “Those who long for peace must prepare for war.”

Hegseth closed his remarks by expressing gratitude to the division’s troops, veterans and their families in attendance.

“Like those who came before you, you keep showing the world the stuff you’re made of,” Hegseth said.

“Because we know you are ready for the important work that lies ahead.”

– Matthew Olay, DOD News

US Army Opens Recruiting for Robotics Warrant Officer MOS

Monday, May 19th, 2025

Last fall, I mentioned a that US Army Special Operations Command was adapting to the evolving face of warfare by creating a new Military Occupational Specialty. In true SOF fashion, they attacked the problem asymmetrically by adapting a career management field they had control over and using authorities to recruit talent into the warrant officer force. Now, it’s open for applications. If you are into emerging warfighting capabilities, this is the job for you. I’m jealous something like this wasn’t available when I was in.

MOS 390A Robotics Technician

The result is MOS 390A Robotics Technician, intended to enable and provide robotic and autonomous system solutions to tactical problems across all warfighting functions and domains during competition, crisis, and combat operations.  The 390A will be assigned to tactical formations at brigade/group-level and above.  This new MOS will be the subject matter expert for planning robotics and autonomous systems operations, integrating those operations into broader plans, engineering and fabricating robotic and autonomous system solutions to tactical problems, managing attritable systems and their kinetic and sensor payloads, and delivering those capabilities and effects in support of Soldiers at the tactical edge.

Eligibility:

a.  The MOS is open to all enlisted, officer, and warrant officer that are currently serving in Special Operations Forces Units. As there is no requirement for SFQC graduation, I hope to see some enablers applying.

i.  Enlisted: Open to all MOS and grades/ranks.

ii.  Warrant Officer: Applicants must be a graduate of the Warrant Officer Candidate School and a Warrant Officer Basic Course.  Must be a Chief Warrant Officer Two (CW2) with a minimum of one-year time in grade or Chief Warrant Officer Three (CW3) with no more than one-year time in grade.

iii.  Officer: Applicants open to all branches. Officers must be branch qualified.

b.  Must meet Army physical fitness and Army Height / Weight standards.

c.  Must possess a Secret clearance.

d.  Have no derogatory information in their OMPF, a referred NCOER or OER, or pending adverse action.

e.  Must be able to complete a 3-year tour following graduation from WOBC.

Packet Submission Deadline is Friday, 1 August 2025 

For full information, visit recruiting.army.mil/In-Service-Opportunities/US-Army-Warrant-Officer-Recruiting/Do-I-Qualify/WO-MOS-Feeder-List/39A-Robotics-Technician

US Army Publishes Doctrinal Primer on the Profession of Arms

Friday, May 16th, 2025

FORT LEAVENWORTH, Kan. — On May 13, 2025, the U.S. Army Combined Arms Center released a one-of-a-kind publication — a new Field Manual about what it means to be a member of the profession of arms and the obligations Soldiers have to each other, to civilian leadership and to fellow citizens. The manual, FM 1, The Army: A Primer to Our Profession of Arms, is available for download from the Army Publishing Directorate.

In the foreword, Chief of Staff of the Army Gen. Randy George writes, “This book is written for our Army. It explains our profession, our purpose, and what it means to be an American Soldier. You will notice this book is not written like other military doctrine; it touches on values and concepts through stories and in non-prescriptive terms. It requires judgment in application.”

Field Manual 1 packs a big punch in 10 chapters and only 74 pages. Written in easily understood language and supported with historical vignettes, FM 1 is meant to be read from cover to cover. It is, by design, decidedly “non-doctrine” doctrine, and will serve as a resource for junior leaders, both officers and noncommissioned officers, to explain where they fit in the “Big Army.”

While primarily designed for new lieutenants and sergeants, leaders at all levels will find FM 1 useful for guiding discussion, leader professional development and reflection, according to Rich Creed, director, Combined Arms Doctrine Directorate. “At higher levels of professional military education, you may have a block of time to discuss the material from different perspectives. Rather than learning the material in the book, you might think through, ‘How am I taking the material in FM 1 and making it real in my unit?’ Or, ‘How is FM 1 serving as the foundation for how I coach, counsel and mentor?’” he said.

The writing and publication of FM 1 has been a priority for the CSA’s office, CAC and CADD for more than a year. Initially, the plan was to combine the primer’s content with the current Army Doctrine Publication 1, The Army; however, Gen. George decided a shorter, standalone publication would better meet his intent.

Creed acknowledges that ADP 1 and FM 1 both have a purpose. “The Army” as outlined in ADP 1 is written for a more experienced audience, as well as for external audiences such as members of Congress, sister services and multinational partners.

The new FM 1, with its distinctive tone and style, is more like a welcome letter to new leaders: “‘Hey, welcome to the team, get your stuff together. It’s going to be an exciting ride, and here’s what we expect of you,’” he said.

By Randi Stenson, MCCoE Public Affairs

Medal of Honor Recipients Offer Insights at SOF Week

Thursday, May 15th, 2025

TAMPA, Fla. — Of the 3,536 Medals of Honor presented since its establishment in 1861, only 61 recipients are alive today, and only a handful of them come from the U.S. special operations forces community.

Yesterday, three of those SOF recipients attended a panel discussion at Special Operations Forces Week 2025 in Tampa, Florida.

Retired Army Sgt. Maj. Thomas P. Payne, retired Army Master Sgt. Earl D. Plumlee and Army Command Sgt. Maj. Matthew O. Williams shared experiences and lessons learned from their heroic actions during an hourlong conversation that emphasized the importance of trust, mentorship and resilience in leadership.

All three men explained what being a Medal of Honor recipient means to them on a personal level.

“Every time we put the medal on, it’s a gracious gift to sit here and talk about it,” said Williams, who received the medal for his actions of valor during Operation Commando Wrath in Afghanistan in 2008.

He added that a surprising number of people are unaware of the medal’s significance.

“And that significance has nothing to do with the guy wearing it, or the action that they took; but it’s the idea that you’re willing to put yourself and your life on the line for the guys [to the] left and [to the] right of you,” he said.

Plumlee, who received his medal for saving numerous lives by mounting a successful counterattack under heavy fire against Taliban insurgents in Afghanistan in 2013, explained that he shared his ceremony with two other recipients, both of whom received the medal posthumously.

“That really brought some gravity,” he said.

He also explained that, with credible eyewitness testimony being a requirement for receiving the medal, many SOF personnel may be just as deserving of such an award but will never receive the recognition.

“I know a lot of guys who have done very heroic things, but it’s not captured and provable, [so] there’s no medal for it,” Plumlee said.

“It’s humbling, and I like to say that I’m wearing [the medal] for [the U.S. Special Operations Command] and vast amounts of operators who have done very heroic things for very little recognition, and [who] just went back to work the next day,” he added.

“Just letting the medal be a part of my life [has] required me to grow up,” said Payne, who received his MOH for saving 70 hostages with little regard for his own life during a 2015 rescue operation in Iraq.

“It’s just a process to live up to the standard of wearing the Medal of Honor, which is hard — every single day — and so, it’s a ‘beautiful burden,'” Payne added, quoting his friend and fellow recipient, retired Marine Cpl. Kyle Carpenter.

The three men also spoke about their shared passion for continued service following their time in uniform.

Plumlee said he gets the most out of inspiring others to serve their country.

“I love talking to people [who] were not thinking about serving — or if they’re dabbling in it — and really, you know, mentoring [them] and lighting that fire,” Plumlee said, adding that the country is always in need of men and women to sign up for military service and “take ownership of the country.”

“Every politician’s speech and every successful business is built on the bedrock of the security that the [Defense Department] provides,” he said.

Williams also said he enjoys encouraging others to serve, if not in the military, then in some other manner that benefits the country.

“One thing that really shocked me when I received the medal … was how much I enjoyed talking to other people about it and just perpetuating the values that we stand for … especially service, and how important service actually is,” Williams said.

“I like just talking about that — engaging specifically with kids and students — and going to schools and hoping to provide a little bit of a glimmer of hope for our country,” he added.

Payne said SOF operators like himself and the others on stage have lots of friends buried at Arlington National Cemetery in Virginia, and that he and his fellow SOF veterans are fortunate to be alive.

“I’ve just tried to live an extraordinary life in honor of my teammates … We’re on ‘plus time’ now,” he said, adding that, despite having been medically retired from the Army, he continues to find ways to serve his country.

“There’s a passion to serve still [and] I’m going to continue to serve in different ways,” Payne said.

By Matthew Olay, DOD News

RAND Study – Setting Higher Close Combat Standards for the Army Combat Fitness Test

Tuesday, April 22nd, 2025

In the announcement to transition this June from the Army Combat Fitness Test to the Army Fitness Test, the Army referenced a study by RAND, published in late December, 2024. Here is a link to the full study as well as a summary.

www.rand.org/content/dam/rand/pubs/research_reports/RRA3000/RRA3092-1/RAND_RRA3092-1

Key Findings

There is sufficient evidence to inform the Army’s decision on raising ACFT standards for close combat MOSs

The ACFT with current administration protocols and standards has been evaluated against injury outcomes.

Higher ACFT standards for close combat MOSs can be implemented as a strategy to ensure that overall fitness is maintained at the higher levels demonstrated by soldiers in close combat MOSs.

For the MDL, there is strong evidence that can inform a specific higher minimum standard for combat MOSs based on combat task performance. For the other five ACFT events, the quality and quantity of evidence varies.

Results from the Practice Phase highlight trade-offs among alternative standards

Evidence from the Practice Phase suggests that an overall ACFT score minimum of 450 points and 150 pounds on the MDL may be too high to achieve a 95 percent overall pass rate and 90 percent pass rate for select subgroups. Under all options considered, the reserve component exhibits lower pass rates.

Alternative approaches to higher standards affect ACFT pass rates differently. Younger, female soldiers have lower pass rates when the MDL standard increases, while several MOSs have lower pass rates when the standard for total ACFT points is increased to 450.

However, prior research shows that soldiers’ performance improves with experience, so the pass rates observed in the Practice Phase may understate the extent to which soldiers will continue to improve toward new standards.

Recommendations

The Army should weigh the evidence across such key decision criteria as defensibility and relevance to general fitness or combat task performance and select a standard accordingly.

Consider compensatory approaches that raise as a new standard the overall points requirement to ease implementation and minimize variation in subgroup outcomes.

Supporting policy should be implemented to facilitate the movement to higher standards. This could include glide paths to allow soldiers sufficient time to train, access to training resources, and clear messaging about the goals of the higher ACFT standard.

Consider re-norming the scoring system at the same time as adopting higher standards to reflect current age and gender norms throughout the Army and ensure that norms are appropriately set for soldiers in both close combat and non–close combat MOSs.

Collect further evidence for minimum ACFT standards through criterion-related validation studies that examine the relationship between each ACFT event and organizational outcomes, such as combat task performance, retention rates, and other relevant metrics.