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https://medium.com/the-smoking-gun/insights-for-an-iron-major-e3e436c90103
So, I wish I had the reflection and insight to write a piece such as this, but the author does a really good job reflecting back on his time as an Iron Major. It did spark some thought and reflection on my time as an Iron Major (which is hopefully coming to an end soon).
Looking back on my time as an S3 and XO in a Field Artillery Battalion, I realize that there are several things I did well, along with several things that I could have done much better. But I am sure we can all say that.
As your look at your Field Grades, whether its as a subordinate, peer or superior, trying and understand / remember what they are going through. They have the weight of the Battalion, Brigade and Division on their shoulders. The decisions they make may not be the most popular (good thing the military is not a popularity contest) or the most understood, but they are doing what they think is best for the unit. They work the long hours to ensure those within the unit have what they need to be successful (and not saying there aren't others who work long as well).
Your S3 is responsible for the operations of the unit, they are the "nice guy" of the senior staff / field grades. They keep the unit going, work with the company commanders to understand the battalion commanders guidance and priorities. They coordinate and de-conflict all your requirements, all the while helping you get your training done. Looking back, I think I could have done much better at being a S3...it wasn't until I went to the Brigade did I truly understand planning and operations.
The XO, the "bad guy" gets paid to be the A**Hole of the unit. Now how they portray the persona is up to them, but they are the ones who are supposed to make the hard decision, the tough decisions, get excited, remind people of their "place in life" and above all, ensure the Battalion Commander doesn't have to be that guy. Generally, the XO is the Field Grade that isn't liked. Doesn't mean they are bad, mean, "Toxic" or anything else, but someone needs to be the tough one. Between the two positions, I think I was better as a XO than I was a S3. Although I probably could have controlled my "passion" (yelling) better, the one thing I was taught as a YOUNG captain was to never make it personal. I can honestly say I never yelled at a member of my staff for them being them, it was ALWAYS for something that was done and when I was done, the incident was over and we moved on. Some people, looking from the outside, called me "Toxic", but those same people never had the chance to see the day to day interactions of the staff, and I would say I was no where near "Toxic" (I believe that more and more from the interactions and relationships that are still maintained today). I also think I praised equally for the exceptionally talented staff I had. A Staff I would be honored to serve with again.
Remember, we are all learning as we get promoted. The field grades you see are learning their jobs just the same as you!
I would ask other field grades to provide their insight and thoughts to being a field grade officer. What they have done well and what they could have done better!
So, I wish I had the reflection and insight to write a piece such as this, but the author does a really good job reflecting back on his time as an Iron Major. It did spark some thought and reflection on my time as an Iron Major (which is hopefully coming to an end soon).
Looking back on my time as an S3 and XO in a Field Artillery Battalion, I realize that there are several things I did well, along with several things that I could have done much better. But I am sure we can all say that.
As your look at your Field Grades, whether its as a subordinate, peer or superior, trying and understand / remember what they are going through. They have the weight of the Battalion, Brigade and Division on their shoulders. The decisions they make may not be the most popular (good thing the military is not a popularity contest) or the most understood, but they are doing what they think is best for the unit. They work the long hours to ensure those within the unit have what they need to be successful (and not saying there aren't others who work long as well).
Your S3 is responsible for the operations of the unit, they are the "nice guy" of the senior staff / field grades. They keep the unit going, work with the company commanders to understand the battalion commanders guidance and priorities. They coordinate and de-conflict all your requirements, all the while helping you get your training done. Looking back, I think I could have done much better at being a S3...it wasn't until I went to the Brigade did I truly understand planning and operations.
The XO, the "bad guy" gets paid to be the A**Hole of the unit. Now how they portray the persona is up to them, but they are the ones who are supposed to make the hard decision, the tough decisions, get excited, remind people of their "place in life" and above all, ensure the Battalion Commander doesn't have to be that guy. Generally, the XO is the Field Grade that isn't liked. Doesn't mean they are bad, mean, "Toxic" or anything else, but someone needs to be the tough one. Between the two positions, I think I was better as a XO than I was a S3. Although I probably could have controlled my "passion" (yelling) better, the one thing I was taught as a YOUNG captain was to never make it personal. I can honestly say I never yelled at a member of my staff for them being them, it was ALWAYS for something that was done and when I was done, the incident was over and we moved on. Some people, looking from the outside, called me "Toxic", but those same people never had the chance to see the day to day interactions of the staff, and I would say I was no where near "Toxic" (I believe that more and more from the interactions and relationships that are still maintained today). I also think I praised equally for the exceptionally talented staff I had. A Staff I would be honored to serve with again.
Remember, we are all learning as we get promoted. The field grades you see are learning their jobs just the same as you!
I would ask other field grades to provide their insight and thoughts to being a field grade officer. What they have done well and what they could have done better!
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You portrayed the situation well for MAJs. I visited the palace at Camp Victory, the Corps HQs, and sympathized with how long and hard they worked on Decision Briefs, Planning, and writing OPORDs. I was in a Corps Comptrollers office and noticed a few Division G-4 MAJs were struggling to keep pace of contracts before their move south. They had a lot on their plate and we had the information they needed. I am sure my fellow officers in the Comptroller office cussed me as I started to include their contracts information on our slides. I apologize for straying from the topic.
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XO and S3s carry some heavy weight on their shoulders; the good ones always had a good relationship with unit 1SGs and the CSM. Both have different functions and responsibilities to plan and ensure organizations "collective" tasks are prepared, coordinated, trained and executed. The same as 1SGs do only at the Co/Trp/Btry level and have been doing it for years.
It didn't matter to me if the XO or S3 was a good guy or an asshole. I understood often better then my young CPT (Cdr) what they were responsible to accomplish. Now did I always agree with them and have differences...heck yes (win some/lose some);
There was another topic earlier this week concerning do good commanders make good staff officers or do good staff officers make good commanders....and some very interesting replies. Sometime you get both, sometimes one of the two and sometimes we get those who should be in a totally different line of work out of the military.
Personally I perfer a commander, S3, XO who when they get a little hot under the collar, they let it show; some subordinate commanders and Plt Leaders need this in order to get energized. I've had S3s who were very personalble, but when they needed to turn up the heat, they didn't hesitate to light a fire under someone's ass and the same for XOs.
You stated it right when you said, don't make it personal and one it's done, move on! Over time (a short time) you learn quickly who will need a fire lit and who will be one step ahead of game and you have to hold them back from time to time. You know which unit's have the awesome and good command team and those who are struggling to keep up and get it right. Your learning curve is short as XO and S3, and you have to hit the ground runnng because the battalion is not never at a stand still waiting for you to catch up. if ever overwhelmed, you should have that Bn S3 SGM (NCOIC) and CSM to help get on track. Your S3 SGM/MSG is the link to your S3 Section's success and he has or should have the ability to reach out to the unit 1SGs for assistance when needed. You come into the position with a unit command (and sometimes 2 commands) under your belt and you're expected to know everything that each unit is required to do. An XO and S3 can NOT do it alone. Those who try..fail, raise hell all the time, allienate everyone around them and make life tough not only for the units but themselves and the entire battalion staff.
The old aying that the Bn Staff is there to support the units....however, if a Battalion has units that don't or won't support the Battalion Staff....it fails. With over 3 yrs as an HHB 1SG, I promise you it goes both ways ....at least it better!
It didn't matter to me if the XO or S3 was a good guy or an asshole. I understood often better then my young CPT (Cdr) what they were responsible to accomplish. Now did I always agree with them and have differences...heck yes (win some/lose some);
There was another topic earlier this week concerning do good commanders make good staff officers or do good staff officers make good commanders....and some very interesting replies. Sometime you get both, sometimes one of the two and sometimes we get those who should be in a totally different line of work out of the military.
Personally I perfer a commander, S3, XO who when they get a little hot under the collar, they let it show; some subordinate commanders and Plt Leaders need this in order to get energized. I've had S3s who were very personalble, but when they needed to turn up the heat, they didn't hesitate to light a fire under someone's ass and the same for XOs.
You stated it right when you said, don't make it personal and one it's done, move on! Over time (a short time) you learn quickly who will need a fire lit and who will be one step ahead of game and you have to hold them back from time to time. You know which unit's have the awesome and good command team and those who are struggling to keep up and get it right. Your learning curve is short as XO and S3, and you have to hit the ground runnng because the battalion is not never at a stand still waiting for you to catch up. if ever overwhelmed, you should have that Bn S3 SGM (NCOIC) and CSM to help get on track. Your S3 SGM/MSG is the link to your S3 Section's success and he has or should have the ability to reach out to the unit 1SGs for assistance when needed. You come into the position with a unit command (and sometimes 2 commands) under your belt and you're expected to know everything that each unit is required to do. An XO and S3 can NOT do it alone. Those who try..fail, raise hell all the time, allienate everyone around them and make life tough not only for the units but themselves and the entire battalion staff.
The old aying that the Bn Staff is there to support the units....however, if a Battalion has units that don't or won't support the Battalion Staff....it fails. With over 3 yrs as an HHB 1SG, I promise you it goes both ways ....at least it better!
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LTC (Join to see), I only perused the article so far, but I appreciate the author's perspective. I have spent the first two years of my field-grade time on the Joint Staff, but I look forward to becoming an XO, S3, or SPO soon.
I had a lot of personality conflicts during my company command, so for me the most salient quotation from the article was this: "remember that your mission is to enable success in the companies, in the staff, in the BC and in the battalion. Your personal frustration at those you perceive to be less-than really does not matter much." What this means to me is that the battalion staff, and the field grades that run it, have a customer service obligation to the companies and the BC. A staff that even appears to be moving toward self-licking-ice-cream-cone status needs a serious azimuth check. The leaders of the staff (field grades and section principals) must adapt their personalities and approaches to mission demands.
Thanks for opening this discussion! Could you tag it in the Major and LTC groups?
I had a lot of personality conflicts during my company command, so for me the most salient quotation from the article was this: "remember that your mission is to enable success in the companies, in the staff, in the BC and in the battalion. Your personal frustration at those you perceive to be less-than really does not matter much." What this means to me is that the battalion staff, and the field grades that run it, have a customer service obligation to the companies and the BC. A staff that even appears to be moving toward self-licking-ice-cream-cone status needs a serious azimuth check. The leaders of the staff (field grades and section principals) must adapt their personalities and approaches to mission demands.
Thanks for opening this discussion! Could you tag it in the Major and LTC groups?
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LTC (Join to see)
LTC (Join to see) Not sure how to tag in a group, but if you can let me know, I would be more than happy too!
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LTC (Join to see)
LTC (Join to see), hmm, now I'm not sure. At the very least, if you edit the original post you can add a "Tag by topic" to MAJ and LTC, but that might be Service-specific.
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