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JLBC PT.” Using both the METL and the supporting collective tasks, NCOs conduct a “METL crosswalk” to identify the necessary individual tasks. An example of a particular leader task, in this case, would be to “lead unit PT.” An example of an individual cadet task, in this case, would be to “perform each designated preparation and cool-down exercise.”

While officers focus on collective training, they, like all leaders, are also in the business of training their replacements. They must be especially attuned to the danger of leading by personal energy, will, and force of personality rather than building a culture within the organization that endures after they depart. They must be the “Level 5” leaders that James Collins argues “set up their successors for even greater success in the next generation.”

by channeling their ambition into the organization rather than into themselves.”

Train-the-trainer. The train-the-trainer concept. Of particular importance in the present discussion is the officer's responsibility to initiate this process. Officers use the collective and individual tasks generated by the METL analysis to determine training requirements for trainers.

To continue the physical effectiveness example, the company commander would train the Athletic Officer to plan a PT session. Note that the commander retains the responsibility for ensuring the Athletic Officer is qualified to conduct this task. Still, they may rely on the Commandant Department’s staff to complete the actual training. Officers are not expected to be experts on everything, but they are expected to match needs to resources to ensure that their trainers are adequately trained. In this and other cases, officers may delegate authority, but they always retain responsibility.

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