The unit commander is the primary person responsible for conducting training and driving unit readiness.

Who’s behind the training plan? A quick truth, with a big impact: the unit commander is primarily responsible for conducting training. In Army Training & Leader Development, AR 350-1 makes the commander the central figure for making sure a unit stays ready. This isn’t just about ticking boxes; it’s about shaping a unit’s capabilities so folks can perform under pressure, together, safely and effectively.

The commander at the helm: what that role actually looks like

Let me explain what the commander signs up for when it comes to training. The commander holds the big-picture responsibility. They set the training objectives, decide what gets trained first, and decide how much time and resources to devote to it. Think of the commander as the chief designer of the unit’s readiness. They ensure that the training activities support the unit’s mission and goals, not just a random set of drills.

• They define priorities. If a unit is gearing up for a particular mission profile, the commander makes sure those skills come first.

• They allocate resources. Time, money, people, and facilities all flow from the commander’s decision-making.

• They oversee the plan. The training calendar isn’t just a suggestion; it’s a carefully crafted sequence that aligns with risk management, safety, and mission needs.

• They assess needs. Regularly, the commander checks what the soldiers actually need to know or improve—then adjusts the plan accordingly.

Because of that top-down accountability, the commander’s stamp is the difference between a training day that’s productive and one that’s just a checkmark in a book. The commander isn’t a micromanager; they’re a leader who sets the conditions for everyone else to do their job well.

The training officer: the practical planner and executor

While the commander gives direction, the training officer fills in the logistics and the day-to-day coordination. This role is the bridge between big-picture intent and on-the-ground execution. The training officer designs training events, develops schedules, coordinates instructors, and makes sure the plan has a feasible path from concept to reality.

• Planning and coordination. The training officer drafts timelines, coordinates with subordinate units, and ensures safety and regulatory compliance.

• Resource orchestration. They arrange classrooms, ranges, simulators, and any external support needed for a given event.

• Compliance and documentation. Training officers ensure that exercises meet Army standards and that records reflect what was done and what was learned.

• Feedback loops. They gather after-action insights and bring them back to the commander so future training can improve.

In short, the training officer is the operational engine room. They keep the train running on time and make sure the mission-critical skills get the attention they deserve, under the commander’s guidance.

Senior enlisted: the mentors who turn plans into practice

Senior enlisted soldiers—sergeants first class, master sergeants, and others in leadership roles—are the hands-on force multiplier. They translate the training plan into everyday reality on the floor, in the squad bay, and on the firing range. Their contribution isn’t ceremonial; it’s essential for ensuring training actually sticks.

• Mentoring and coaching. Senior enlisted personnel model best practices, correct unsafe behavior, and reinforce standards.

• Translating intent into practice. They convert high-level objectives into practical drills that soldiers can master step by step.

• Readiness checks. They run progression checks, track individual and team skill development, and flag gaps for the commander.

• Safety guardians. They constantly watch for risk in training scenarios and adjust accordingly to keep people safe.

This is where the human element shines. The soldiers see leaders who know their name, their strengths, and their limits. The trust built in those relationships makes training more than paperwork; it becomes a reliable path to proficiency.

Staff intelligence officers: a specialized focus, not the primary trainers

Staff intelligence officers bring critical expertise to the table, but their primary job isn’t to run the unit’s entire training program. Their core emphasis is on intelligence—how to collect, analyze, and use information to support decisions. When training touches on intelligence, they contribute the subject-matter depth, threat awareness, and realistic operational context that keeps training credible and relevant.

• Supportive role in training. They can provide intel briefs, threat updates, and case studies that enrich training events.

• Risk assessment input. They help evaluate how information-related risks might affect field exercises or mission scenarios.

• Collaboration with combat arms and support elements. Their input helps ensure that intelligence-related tasks are integrated into the larger training plan.

Bottom line: staff intelligence officers add depth to training where needed, but they aren’t the primary stewards of the unit’s overall readiness. That key duty stays with the commander and the immediate training team.

How the pieces fit together: a cohesive training ecosystem

Training in a unit isn’t a solo effort; it’s a collaborative system. The commander provides vision and accountability; the training officer translates that vision into concrete events; senior enlisted leaders ensure those events are executed safely and skillfully; intelligence staff add depth where needed. When everyone understands their role, training becomes a living practice that builds readiness, day after day.

A few real-world angles to consider

• Small teams vs. large formations. In a tiny unit, the commander might personally oversee many aspects of training. In a larger unit, the same principles apply, but the roles become more specialized. The commander still holds final responsibility, but the workload is distributed across the staff and NCOs.

• Safety as a founding principle. Training isn’t just about learning cool maneuvers; it’s about doing so safely. This is a non-negotiable element that the commander champions through policies and oversight.

• Realistic scenarios matter. When training includes scenarios that mirror actual missions, soldiers gain practical experience that translates to performance under stress.

• Continuous improvement. After-action reviews aren’t a formality. They’re a critical tool for closing the loop—identifying what worked, what didn’t, and what to adjust next.

A quick mental model you can carry

Think of training as a relay race. The commander lays down the baton, setting the objectives and ensuring the course supports the mission. The training officer hands out the plan and keeps the runners in step. The senior enlisted athletes keep their teammates sprinting smoothly, and the intelligence specialists provide the map of the terrain so everyone runs with situational awareness. When the baton passes cleanly, the unit moves forward with ready momentum.

Key takeaways you can apply

• Remember who holds the primary responsibility: the unit commander. They’re accountable for readiness and for aligning training with the mission.

• Know the commander’s core duties: set goals, allocate resources, and ensure the training supports the unit’s purpose.

• Recognize the training officer’s value: turning intent into practical, executable plans.

• Value the senior enlisted leadership: they translate plans into daily practice, mentor soldiers, and maintain safety standards.

• See where intelligence fits: it deepens training through context and risk awareness, rather than directing the whole program.

• Embrace a team mindset: effective training happens when every role is clear and everyone communicates well.

A final thought: training is a cultural habit

In the Army, training isn’t just about ticking boxes on a calendar. It’s a culture of preparedness that lives in daily routines, in the way leaders speak about objectives, and in the way soldiers push each other to improve. The commander sets the tone, the training officer keeps the plan on track, the senior enlisted leaders bring people along, and intelligence staff enrich the experience with real-world context. When that culture takes hold, readiness isn’t something you hope for—it’s something you practice every day.

If you’re exploring AR 350-1 topics, you’ll notice this theme pop up again and again: leadership and responsibility aren’t abstract ideas. They’re concrete roles that shape how a unit learns, adapts, and operates under pressure. And that, in turn, is what makes a unit reliably effective in the field.

So next time you think about who runs training, picture the commander at the center of a well-oiled team. It’s their vision, it’s their resources, and it’s their accountability that ultimately determine how well a unit can perform when the stakes are highest.