Company commanders brief the battalion commander after developing the METL to keep training in step with the battalion's mission.

Outline or skeleton for the piece:

• Hook into METL as the starting map for a unit’s training.

• Explain what happens right after a METL is developed: the company commander briefs the battalion commander.

• Explain why that briefing matters in practical terms: priorities, resources, and a shared sense of purpose.

• Describe what typically happens next: circulating the METL within the company, and then moving into training actions and bigger reviews, with later submission to brigade level.

• Offer practical tips for a crisp battalion briefing and notes on what both sides look for in the process.

• Tie the topic back to the broader ideas in Army Training & Leader Development AR 350-1: readiness, leader development, and clear communication.

• Close with a succinct takeaway about why this step matters on the ground.

What happens after the METL is created? A clear, purposeful briefing to the battalion commander.

Let me explain in one crisp line: the Mission Essential Task List, or METL, isn’t a dusty document tucked away in a file cabinet. It’s the backbone of how a company translates mission requirements into real, trainable tasks. Once the METL is developed, the company commander doesn’t just sit on it. The next move is to brief the battalion commander. This might sound like a formality, but it’s anything but. It’s where priorities get tested, where the big-picture goals of the battalion start to breathe inside the company’s daily training plan.

Why is that battalion-level briefing so important? Because it creates a bridge. The battalion commander needs to see what the company intends to train, why those tasks matter, and what it will take to train them effectively. A good briefing helps ensure the company’s training priorities align with the battalion’s broader readiness goals. It’s not about showing off a long list of tasks; it’s about showing how those tasks fit into the unit’s mission, how they will be measured, and what resources are needed. In plain terms: it’s the moment where the company asks for support and the battalion offers feedback, guidance, and a clearer picture of available assets.

Think of the METL briefing as a two-way conversation. The company commander brings the METL to the table, and the battalion commander responds with questions, clarifications, and perhaps new priorities. This back-and-forth helps prevent gaps between what the company plans and what the larger unit expects. It also flags risks—things like equipment shortfalls, time constraints, or gaps in skills—that could derail training if left unaddressed. In short, the briefing is how the two levels sweat the details together.

So, what happens after the battalion commander has weighed in? Circulation and preparation naturally follow, creating a rhythm that keeps everyone on the same page. First, the METL is circulated within the company. That’s not just a form of courtesy; it’s a practical move. When everyone in the company understands their roles and the chain of expectations, you get smoother execution during training. Soldiers know what they’re training for, how their tasks contribute to the bigger picture, and what success looks like. It contributes to a shared sense of purpose and helps reduce confusion under the stress of real-world operations.

After that, the company moves into training planning and the practical steps to bring the METL to life. This is where timelines, drills, and evaluation criteria start to take shape. You’ll see a cascade of plans—individual and collective training events aligned with the METL tasks, with clear milestones, safety considerations, and resource needs noted. The goal isn’t just to tick boxes; it’s to build readiness in a way that reflects the battalion’s priorities and the realities of the operating environment.

Where does the METL go next in the chain of command? Usually up the ladder, but not all the way at once. The brigade commander typically examines METLs after they’ve been vetted and shaped at the battalion level. The brigade-level review isn’t about micromanaging every task; it’s about ensuring that the battalion’s priorities fit into the larger unit’s plan, and that the necessary support—if any—will be available. Think of it as an additional layer of strategic coherence that helps keep resources and effort focused where they’re most needed.

A few practical tips for a strong battalion briefing, if you’re curious:

• Lead with the why. Open with the battalion’s big picture goals and explain how the METL tasks connect to those goals.

• Show the “how” and the “when.” Present a concise plan: which tasks will be trained, the sequence, and the timeline. Be ready to adjust based on feedback.

• Highlight risk and mitigation. Don’t dodge challenges—flag them and propose practical solutions or workarounds.

• Bring the metrics. Define success clearly. Quick, understandable measures help the battalion commander see progress at a glance.

• Keep it tight. A focused brief that respects busy schedules earns credibility and saves time.

Connecting this process to Army Training & Leader Development AR 350-1, the broader point becomes clear. METLs are more than lists; they’re instruments for building readiness and shaping leaders. The chain—from METL creation to the battalion briefing, to company-wide awareness, and then to larger reviews—creates a disciplined rhythm. It helps you see not just the tasks themselves, but how those tasks train leaders to think, adapt, and lead under pressure. And that’s the through-line AR 350-1 is all about: developing capable, adaptive leaders through structured training and clear lines of communication.

A quick digression that still stays on topic: you’ll hear a lot about “resources” in these discussions—time, gear, personnel. Yes, those matter. But the real treasure is clarity. When a unit knows exactly what it’s training for and how success will be judged, leadership decisions become easier. Leaders can allocate faces and hands where they matter most, and soldiers get a sense of purpose in their work. It’s not flashy, but it’s powerful in practice.

To wrap it up, here’s the bottom line: after the METL is developed, the company commander briefs the battalion commander. That briefing is a turning point. It sets the stage for alignment—well, cohesion—between company tasks and battalion goals, invites constructive feedback, and unlocks the path to the next steps: circulating the METL within the company, planning the training activities, and preparing for the next level of review. The flow may feel routine, but it’s a carefully designed process that keeps training purposeful and units ready.

If you’re digging into AR 350-1 and want to see how this plays out in real life, pay attention to the parts of the plan that nobody sees at first glance—the conversations that happen before and after briefings. Those moments reveal how a unit builds trust, coordinates effort, and keeps its eye on the bigger mission. And when the METL finally lands in the hands of senior leaders, you’ll know it’s not just a document; it’s a shared commitment to readiness and to the soldier who wears the badge with pride.

Bottom line takeaway: the battalion briefing is the moment where strategy becomes action. It’s the point at which a company’s training priorities are tested against the battalion’s needs, and a path is laid for the next phase of readiness. That simple step—talking with the battalion commander—echoes through to every drill, every exercise, and every decision a leader makes under pressure. That’s how leaders grow, how teams stay synchronized, and how a unit stays ready to answer the call.