What is the best way to prepare for a battalion S3 or XO job?

Sir, a few pointers (not at all in order):
1) Meet the range control bosses and ask them to give you an executive tour of all ranges an training facilities. This will also create alliances that will prove critical when the sky falls.
2) Get enrolled in the installation BN XO/S3/OPS SGM course. This is not always available.
3) Learn the bosses and systems at the installation Mission Command Training Center. These guys can do so much: train your war fighting functions, facilitate CPXs, teach CPOF/JCR/FBCB2/TOC OPS, etc.
4) Effectively use your OPS SGM, starting with counseling him on your intent. Most combat arms SGMs fresh from the Academy are not too experienced on staff operations. Make sure the use of the following areas are covered in depth: task tracker and orders, troops to task matrix, mgmt of all BN schools, DTS, DTMS, GOVCC, BN add duties, etc.
5) You should own the BN Calendar, be creative with its use BUT don't add complexity. My BN recently cracked the code on the use of Google calendar so all of the Soldiers can use with their smart phones. Seriously, it's quite a hit.
6) Learn your BN CDR and remain closest to the others in the "Big 5."
7) Other important relationships are with the other BN S3s/XO and cmd grps, the BDE S3/XO, all BDE staffies...and continuously build relationships with the DIVs staff/command for more than the obvious reasons.

LTC (Join to see) - CGSC 98

1. Be in the best shape ever.... or get back in shape. Enjoy your time at Leavenworth, but be ready to hit it hard.

2. Know your MDMP, and all the other systems process that make the Army run; they are tried and true and they work. You have to know them, live them, use them, and now you need to teach and train them.

3. Be prepared to work harder than you ever have. I have never worked harder than I did as a Battalion S3 and XO.

4. Make a difference every day, lead by example, and give a shit. Remember it is never about you.

5. Know and live your Commander's Intent 24/7. Make sure everyone else does too.

6. Remember, you have been away from your specialty for awhile, and you may be out of the loop. So, ask lots of questions, and learn all you can.

7. Remember why you exist as an S3 and XO... Remember who you serve.

8. Be out and about often, and be accessible.

9. Spend time getting to know your CSM and S3 SGM. Remember, as an XO, the Command Team is only the BC and CSM... it does not include you... Remember... these are both staff officer positions. You are the support guy.

10. Balance is something you need to model. If you don't, who will? You need to make it a priority.

My goals in command at Battalion and Brigade level were pretty simple:

1. Leave the organization better than I found it.

2. Make a difference every day.

3. Model a balanced lifestyle.

Good Luck, and thank you for your service!

Read doctrine, learn to listen; the Commander may ramble sometimes, but their intent is stated somewhere in the monologue. Ask specific questions to ensure you get his/her intent. Answer the mail, S: dates are important. Slidology is important, help the Commander develop a good set of metric oriented slides that are easy for you to maintain. Learn to write in the active voice, spelling and grammar are important. Learn your Commanders sense of humor, learn what ticks them off, if the Commander's Command Philosophy is missing key points or needs grammar, spelling checks, help them out. By making a Commander look good, it shows a team spirit and that effort rarely goes unoticed. S3 is a great job, XO is one better. Commanding is the best job, smart Commanders develop and mentor the S3 and XO to prepare them to take command. Above all, enjoy the job, the long hours and constant optempo can be tough, but rewarding. Ensure you make spouse and family time and keep the faith

I read some great advice here that I will implement when my turn comes around.

One more thing I would add: Remember, the Company Commanders and their Soldiers that have to execute the stuff you put out are people, too. Within the parameters the Bn Cdr provides, do your best to (1) let those Company Commanders have some latitude in how they execute the tasks assigned and (2) always look for resources you can push down to them to help them. Leave them some "white space" on the calendar.

As for leaving things better than you left them...MENTOR! Every CPT or LT in your sphere of influence needs your time and wisdom. Don't take a one-size-fits-all approach, either. Tailor your approach to their style -- and yours will be a name they always remember. As they each grow, they will aid you in YOUR accomplishing your goals.

And in your constant aim for excellence, remember that "perfect" is the enemy of "good enough." Know when to say "when" -- especially if your the XO.

At least once or twice a week....GO HOME! The suck ups that are hanging around in the office waiting for you to leave will appreciate you for it! :-)

Make sure that you understand the BC's intent.
Make sure that you understand the BC's command/leadership philosophy.
Make your decisions in light of the above two. Do NOT do things because the CDR "should" when you know that they "wouldn't".
Know how your BC wants information and how he/she goes about making decisions. Feed them info in the way that they work with. (This has to do with delivery. The content is whatever the content is.)
Ensure that those who work for "you" (which really means for the boss) are competent, give them their left and right limits and spot-check their work often enough that they know you are paying attention, but no more often than that.

When you disagree with the boss, and you will, know when and how to do so. In private, respectfully, in terminology that will resonate with them. Clearly and forcefully right up until the point that you are told that the decision is closed. Then execute enthusiastically. NOBODY, other than the boss, should know if or when the two of you disagree.

I don't work in BN anymore sir, but I'll give the advice a newly promoted O-5 told me. Always pick the brains of the company commanders and see what they're real intent is going to be and try to stay mad all the time. I not trying to say this as a joke, but once you establish that level of professionalism and work ethic, you get the best work out of your staff and company commanders

For the S3 stuff, MAJ Patrick, learn planning - MDMP especially, but planning for below battalion level as well. Know how to write orders! Learn the training requirements for individual and crew served weapons. For both positions, however, I recommend first to understand by doctrine what every position and function in the unit you are headed to is supposed to do. Once you get there, or before if you can, get familiar with unit SOPS. Be ready to compare the gaps and fill them in. Above all be familiar with unit war plans. The XO should be a maintenance expert, of course, but as XO you are the Chief of Staff. How you execute this is an understanding between you and the commander. Everything you need is out there. As my DIVARTY Commander once told me, "Every problem you've ever had someone else has had before - and probably wrote a book about it."

As the " best man" to the bride groom your job is to help him or her be the best commander possible. Your relationship is as close and as dependent upon trust and loyalty as your marriage.Be the kindof XO or S3 that you would hope you will have when you become the 6. It is your opportunity to prepare for your own Command learn from and help your CO to successfully Command the troops and to complete the mission of the Command.

Send as much time in the companies as possible. Learn your craft and get as professionally close with the Senior SNCOs as possible. I spent 3 yers in a letter company as XO then CO before I went to be the S-3. By that time, I was a regular in the SgtMaj's office as well as the Ops Chief. Officers can learn a great deal from these SNCOs and I took every opportunity to do so.

- Maintain professional relationships with Division and Brigade G-3s and G-5s. You'll be doing the same job as current ops, future ops, and future plans, but at a smaller scale. As a Group S-3, I visited the MEF G-3 once a week and knew all G primaries and key officers.

- Review all contingencies plans for your unit and ensure your TPFDDs are current. If you don't know what a TPFDD is, then you need to jump on that ASAP.

- Demand that your unit's company commanders are prompt in providing you required information.

- Do not over-inflate your Status of Resources and Training Systems (SORTS) report. I've seen battalion commanders, S-3 and S-4 officers being relieved for cause for providing false SORTS reports.

- No one is above the law, if personnel are required to qualify on pistol and rifles, then ensure they do. Same is true for your semi-annual physical fitness test and annual NBC qualifications. No excuse for not having 100% qualification for semi-annual/annual training requirements. Don't wait until the last month to start physical fitness testing.

- Take the harassment out of NBC training. The purpose is to have Marines and soldiers feel confident with the equipment we provide them. You don't need Marines and soldiers doing push-ups without their gasmask in a CS tent. If you can remove your gas mask, put it back on, and clear it without breathing in CS gas, the you have accomplished your mission. You need to get involved and set your guidance.

- Maintain a solid command inspection program. It is better that you identify unit problems and fix them before Brigade or Division inspectors come to your unit and find them.

- Delegate your responsibilities. My marksmanship program was run and managed by a Sgt. My unit won the Far East Match pistol competition with my Sgt. running the whole thing. I had 1 team, the 3rd MarDiv had over 35 teams, yet we were the victors, with only one infantryman on the team.

Most of all have fun. Besides being a company commander, being a S-3 or G-3 action officer has been the most rewarding billets.