Page 67 - MERCIAN Eagle 2020

Moving post internally to OIC Leadership and Initiative Training Department (L&IT) was my next challenge. This entailed running a bespoke leadership package, both theoretical and practical to all recruits. Modifying a bespoke package focused
training, understanding their own needs and concerns and ensuring that training becomes a two-way process, between the instructor and the recruit in an environment where failing, again, becomes acceptable. Following positive recommendations
AFC and being part of a team that is able to make tangible changes to the quality of training delivered certainly gives a sense of achievement. I look forward to the challenges ahead.
There is no doubt in my mind that the experiences that I have had in the training pipeline from instructor to staff have developed me as an officer arguably more so than another route may have provided. I recommend that any officers, senior or junior NCOs who are given the opportunity for assignment to any of the training establishments across ARITC do so. They will not regret it.
Where social distancing is breached, there has been two weeks of controlled monitoring prior to when the photographs were taken
on leadership allowed
the team and I to use our
experiences to create a
course that was suitable
for the recruits and one in
which allowed the recruit
to challenge themselves
in a safe environment,
in the knowledge that
failing was acceptable.
This level of autonomy is
not uncommon in training
establishments, much to
the disbelief of those who
are selected as permanent
staff. Often busier than
a regular battalion, this
unique environment plays
to the strengths of those who seek out opportunities, not only to improve the product, the recruit but also themselves. Simply, the more you are willing to put in the more you will receive back.
Utilising my growing experience of being a trainer I subsequently deployed to the Afghan National Army Officer Academy (ANAOA) as an Individual Augmentee. Although a vastly different environment, the same lessons learnt from AFC were applicable. Listening to those under
and KSE in training establishments I was then posted back to the AFC
as Adjutant. A daunting
job as Harrogate is one of the Army’s largest single units with over 1700 military personal. Two years later, with my first look at beige on the horizon, I have posted
to the 2nd Battalion Infantry Training Centre (2ITB) wherein I am responsible for the delivery of training as Battalion Training Officer. Switching hats from G1
to G7 initially was difficult
as I now must understand multiple variant courses including, Foot
Guards, Line, PARA, Gurkha and reserves and their respective nuances. This immersion in course planning and training is a welcome change of pace from Adjutant yet still equally as rewarding. The ITC is currently reviewing the Combat Infantry Course (CIC) 18 with a view to adapt and update what is taught through BT and ITT in the CIC 21 review. As part of the core planning team for this review, this mirrors the level of autonomy I had previously at
It was developing these attributes that enabled my team to establish
a rapport with the recruits enabling them to thrive and subsequently excel through their training
THE MERCIAN EAGLE
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