One idea for a class is to first do a class with tips and stuff, and then have each person try organizing and planning a mission on a different map each time with others taking notes and grading how they did. The whole mission wouldn't have to be done, but rather the initial organizing.
Anyways, that's one format that such a training class could take place.

I also find that often the tone of your voice makes a HUGE difference. When I do my role playing-voice acting voice (which I actually used in the military), people respond differently even if you're just acting. Barking out in a deep voice, "SQUAD ONLINE! ENEMY FRONT! PREPARE FOR BATTLE!!! FIRE ON MY COMMAND ONLY!" gets the players all pumped up and excited while reminding them to stay weapons yellow. That's where you can really have tons of fun leading by totally being the hollywood bad-ass heroic leader without getting people killed in real life. Players also tend to get motivated and fall in line quickly. At the very least talking in a calm, but firm authoritative voice helps alot as long as they are loud enough for others to hear. Orders must also sound decisive. To Falcon's credit, he is decisive and doesn't waffle too much and only changes orders if the situation warrants it. Unfortunately, as noted by someone else, sometimes there is very little time to change orders.

So I think Rearden's critique was at least partly right and I hope Falcon, that you take it as good constructive criticism as you have the drive and motivation to be a great leader. I say partly right, because sometimes the "massed wall of infantry" actually works well. So I'm ok with that style of leadership just to try it once inawhile. Like ANY good squad leader if you see clearly a better option, you simply "creatively interpret the orders" or you explain clearly the situation to the CO (and your solution) if time permits. If he says no, and you clearly see the orders are insane, don't bad-mouth him on VOIP or teamspeak as that just saps the morale of the troops. Simply adjust the orders to insure that the overall mission succeeeds. Your role may be suicidal but it may still be necessary and sometimes you just have to suck it up and accept that fact.

Also... Falcon's not the only CO that micro-manages. We just like to give him alot of crap for it. lol We have several other leaders with similar styles of management who have been with TG for a loooong time.
Honestly for me it's not a big deal and I only tell Falcon (and other CO's) to hurry it up if things are taking too long.

For CO's a good practice is to do what we do in real life operations. Give start times for convoys or an airassault to begin moving out. You don't have to be anal about it. You simply say, "Squad leaders, we have 5 minutes to get your guys boarded on the choppers or trucks." "This squad takes this vehilce, this other squad takes this vehicle, anyone who doesn't fit takes this vehicle or awaits for transport to pick them up on a second transport run." I personally don't like wasting time adding extra weapons to vehicles unless we have a clear staging area close to the objective and enough people to allow drivers/gunners to stay with the vehicles. Better i think for designated transport drivers/pilots to provide resupply with JIP's helping to load up extra ammo.

Coordinating that aspect of CO'ing is I think the most difficult part personally. The tactical stuff is all gravy to me....the logistics to me is the grueling "not fun" part. Having a 2nd in command to coordinate transport/resupply REALLY REALLY helps but sadly is seldom used.
I strongly believe that we should make it TG SOP (Standard Operating Precedures) that the 2nd in command (in the command squad if such a position exists) be responsible for such tasks. That way the CO can totally concentrate on the fluid battlefield and coordinating the squads to maximize mutual firesupport as well as concentrating on battlefield intel from recon teams. Recon is rarely used (snipers are also poorly used in this role but are excellent for recon). This in my opinion needs to change.
Recon and recon leaders who understand how to disengage from any contacts, are critical. Any training class on Commanding should involve the proper usage of recon squads. I used to lead quartering parties (non-glamorous term for U.S. Army Corp of Engineers company or batallion recon teams) for my company in real life so I'm familiar with route recon, mine clearing of staging areas, etc... or at least of what I can remember.
So I may not use the right terms, but I'm fairly good at doing the sneaky sneaky thing and just probing for contacts and then withdrawing.
I'd be happy to help with any training.