Battalion Executive Officer
Battalion Executive Officer
Posted on Mar 23, 2016
What is the best way to prepare for a battalion S3 or XO job?
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I am specifically seeking feedback from senior officers and NCOs; What makes an S3 or XO "good", and what are some "traps" to avoid? How should the "Big 5" in the battalion work, and how did it REALLY work when you were there? How do you create/maintain a work-life balance?
Posted in these groups: 
CSM
Battalion CommanderBattalion Executive Officer
Battalion Operations Officer (S3)
Leadership
CSM Battalion CommanderBattalion Executive Officer Battalion Operations Officer (S3) Leadership
Posted 8 y ago
Responses: 22
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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.
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.
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MAJ Bryan Zeski
CSM Eric Olsen Great points and advice. I'll be curious to see how you work around the upcoming DISA block on commercial email when it comes to the Google calendar solutions. My understanding is that it will also break services provided by those commercial email providers. (IE - Can't access gmail, can't access Google calendars...)
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CSM Michael Poll
CSM Olson is on point very on point! In my Battalion the best praise I heard from my BN CDR about the XO was that the BN functioned mostly because of his leadership. The only issues that made it to the BN CDR were those that the XO could not fix, which honestly was very few. The XO is the stopping point of "BS" before it hit the CDR. An effective XO will run the entire staff in all areas. He/She will need to have some knowledge in S1, S-2, S-3, S-4 S-6. Enough to be able to make educated decisions that will be in the benefit of the BN and the Mission. The BC will have his/her hands full with the Company CDRs and the BDE CDR. He/She will get into the staff, but the XO is the end all be all of the staff!. The XO will come to the BC with an issue and already have 2-3 ways to fix said issue for the BC to choose from. It is a difficult, yet extremely rewarding position. Good Luck sir, with the information you have here specifically the info CSM Olsen gave you, I am sure of your success!!!! Good Luck Sir
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CSM Eric Olsen
MAJ Bryan Zeski - Hey Sir, hope you're well. Those are good points but I think the Os already type it up on their fancy personal PCs while looking at their work computer.
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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!
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!
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MAJ Eric Andersen
I think he nailed this. He certainly captured my thoughts. If you don't have an organization system for tracking "to-do's" and managing information, you will need one.
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MAJ (Join to see)
Some really great advice here. To add on to his #3 point - just because you're working harder than you have in any previous job, doesn't necessarily mean you're working hard enough. Put simply, YOU are responsible for saving the organization from failing. It took me a few months as an XO to truly understand that no matter what was needed to ensure success, the XO and S3 must ensure it is accomplished. That doesn't mean you have to be the one accomplishing everything (though certainly you will need to buttress your staff plenty) yourself, but you have got to be the one verifying completion of all essential tasks and enabling their completion.
Additionally, I would definitely encourage you to ALWAYS make time to teach, coach and mentor your Company/Troop/Battery Commanders and 1SGs as well as your staff officers and NCOs. If they are coming to you for help and advice you are probably doing your job well. The more time and effort you invest in them early on the greater the return on that investment will be. Back to the point above - the more tasks they are accomplishing on time and to standard the easier your life will be (though I'd avoid any fantasies about having an easy time over the next few years).
Additionally, I would definitely encourage you to ALWAYS make time to teach, coach and mentor your Company/Troop/Battery Commanders and 1SGs as well as your staff officers and NCOs. If they are coming to you for help and advice you are probably doing your job well. The more time and effort you invest in them early on the greater the return on that investment will be. Back to the point above - the more tasks they are accomplishing on time and to standard the easier your life will be (though I'd avoid any fantasies about having an easy time over the next few years).
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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
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LTC Michael Hrycak
Great advice, I have only been an XO and S4, but supporting the Commander and his CSM is your endgame. The staff will function at the level that you bring them up to. Start early on by establishing your way of running meetings, approach to MDMP, and be very direct regarding what you want from each and every staff officer. Their SFC's and CPT's run the actual staff, but if you get them started correctly, they will have their subordinates spun up and running. I retired over six years ago, but felt pretty good the other day when I saw photographs of one of the former Battle Captains take the flag as the BCT Commander - I knew he was high speed then, and he didn't let me, the staff, himself, and mostly the commander, down.
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