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S3 Military - Many officers enter the operations officer position straight out of Command and General Staff College without the luxury of spending a year on divisional staff to learn the cultural norms of their new organization, so it's important to have a game plan. Get on the seat. My best advice for the new S3 is this. I'm not trying to insult anyone's intelligence, but over the past 15 years I've found battalion operations sections run from very effective to almost non-functional. Below is an overview of how (not how) to work as an S3. I believe it would make a very efficient and effective battalion.

First, give your boss what he wants. Each commander has his own way of seeing operations and his own way of receiving information. If you are not sure about something, ask him. There's no right way to do anything, so figure out the best way to execute your boss's vision, then articulate it in a way that resonates best with him and be open to his feedback. You have to assume he got where he is because he knows what he's talking about. Another important piece of advice I would give is to own everything the battalion does. Make it clear to your commander, XO, and staff that the battalion S3 is out of the shop. The S3 captures and monitors everything the battalion does. Force employees to work through a functional department. When the S6 needs it, it owes you status updates saved to your task tracker. When a battalion orientation day, ball, or awareness event is held, the S3 plans it, as well as the platoon's live fire. This is the only way to ensure high-quality events in all undertakings, and this is also how professional organizations operate.

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Don't fall into the planning trap of assigning an operations officer to each LRTC event and then moving the event from cradle to pit. This ensures two things: first, you don't have operations officers, and second, you spend more time providing feedback and guidance on individual issues. You must intentionally start as a planning officer and work your way up to the current operations officer or noncommissioned officer. While not all MTOEs support splitting your S3 store into plans and CUOPS, most battalions actually do. All elements of your S3 store should be task-organized by one of two officers, i.e. land and ammo can be task-organized under plans, while DTMS, DTS, and schools are under current operations. The Weekly Plans Task Force, along with your Plan Team and all staff primary groups, will execute a working MDMP for all upcoming events, which will ultimately be given to your CUOPS team for execution. Another part of the planning process that cannot be overlooked is the update of weekly plans to the battalion commander. This gives you the opportunity to provide all the expected MDMP briefs for each event and ensure that the commander has ample opportunity to repeat the topic and provide feedback and guidance.

File:capt. Miguel Jorge Kfor Tactical Reserve Maneuver Battalion Liaison Officer Mobile Gun System Battalion, Deputy S3, Braga,

The S3 has the battalion calendar and must be accurate. Every time. The Long Range Training Calendar (LRTC) can be a spreadsheet with large block units attached to the brigade LRTC, which occurs at least once a year and includes all collective training as well as all major individual events such as EIP, EFMB. and range. density etc. I advise the biennial LRTC, knowing that constant reform is necessary. The LRTC is your conceptual planning document and should be updated at least quarterly. The Short Range Calendar (SRTC) is also a spreadsheet that covers your battalion and each of its subordinate units down to the platoon level. This is your detailed planning document. It should look at least ten weeks ahead and cover all training programs. I recommend SRTC exfoliation and stretching weekly. The daily battalion battle calendar is an outlook calendar that your current operations officer must clean and update daily. The outlook calendar must be accurate to six weeks and synchronized daily with the brigade's daily calendar and the battalion commander's calendar. I cannot stress enough the importance of this calendar. There should never be any questions about what's going on in your organization from minute to minute. This should be an accurate time planning document for battalion commanders.

Finally, the position of Operations Officer is the toughest job in the Army. It's easy to get caught up in the daily knife fight with tasks and requirements (why doesn't the CO send someone to train on new equipment?). For large training programs (quarterly training briefings, major planning efforts. You cannot allow yourself to get bogged down in any particular priority. Unlike being a company commander, you are the composer of a symphony. A symphony is not violence, it is a work process. You don't do everything, you the job is to make sure your team does.

By the time an individual assumes the position of battalion executive officer, it can be assumed that he has acquired a number of important experiences from the CGSC and a year as an operations officer at the division headquarters. Even better, the commander is finishing up his first year, the battalion is running the way he likes it, and you've been his S3 for the past 12 months. If these things are true, then I probably won't be offering you things you don't already know or know how to deal with. But if you're going straight into the XO job without these benefits, I'll share some successful TTPs I've used, wish I'd used, or seen better officers than me.

Some general thoughts on becoming an XO first. At battalion level, you are second in command. Therefore, you need to gain the complete trust of your boss and ensure that he is completely comfortable speaking for him in his absence. You can't do that if you focus on ALOC. You are his chief of staff and his second in command, which means you have a handle on all battalion operations and every effort. Your job is the current operational battle in garrison and in the field, so own it completely, don't be afraid to put the finger on the operations department - but be a good war friend, always do it through your S3 and get his advantage. Consensus, never weaken him.

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The XO acquired a number of odd jobs that did not fit a specific staff section or battalion-level warfighting function; Things like inspections, employee responsibilities, strategic partnerships, outreach and public relations. This is where meticulous organization is a skill you can't live without. You should also ensure that you clearly prioritize your employees who do moderate work. Make sure you time these various endeavors correctly not only based on personality, but longevity as well. A best practice is to maintain a matrix of all your efforts with key benchmarks and events and get regular updates on them at your staff meeting. Without the emphasis of the XO, even your best staff officers will make inaccurate priorities.

As I have said many times, you have to give it your all. You should also remember to support those you trust. Don't make a lieutenant a USR officer and then leave him begging for captains to do their USR duties. There is no doubt that in a professional organization, the expectation is to support each team member in their tasks. If this does not happen, there should be no doubt that the offending crew member must answer to the XO. You don't have to take it to extremes or make a big deal out of it. Just apply the standards. Ruthless, without exception.

As a battalion XO, you will find yourself in many meetings with your higher staff and brigade commander. Make time to accompany your commander to important brigade meetings (such as a training meeting), even if you are not required to. Create your own understanding of where the brigade is and what the commander is thinking. Hearing the brigade commander directly, hearing the views of other battalion commanders, or hearing the words of the brigade staff usually provides a great deal of insight and context. Then give feedback to your subordinate

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