Download the full publication here: No. 25-13 (786), First 100 Days: XO/S3 Handbook [PDF - 14.8 MB]

Foreword

Great battalions have great systems. They execute the routine things well, integrate into division and brigade priorities, and invest in their people. Great field grade officers are a vital component of great battalions. They are the Iron Majors that run our staffs while the colonels command. In your first 100 days as an executive officer (XO)/S-3 you establish the foundation to develop systems, anticipate problems, and enable your commander to make informed and deliberate decisions. Although the two positions have very distinct roles, they have much in common. Serving as the commander of the National Training Center for three years, I observed XO/S-3s with varying degrees of experience whose energy, emotional intelligence, and ability to establish and govern process were decisive to their battalion’s performance in the fight.

In my experience, high performing XO/S-3s exhibit five key characteristics:

  • They align organizational energy to meet their commander’s intent.
  • They build and sustain networks of trust across all branches, tribes, and units that enhance their formation.
  • They enforce disciplined execution of established processes for routine actions.
  • They develop and empower their subordinate leaders.
  • They keep the battalion aligned with brigade priorities.

The only thing harder than being a battalion field grade is working for one. XOs and S-3s must remember they still have a vital leader development role that starts with certifying and empowering their staff. The battalion staff is young, and the demands are high. Empowering that staff requires more than handing off a task and suspense. Instead, XO/S-3s must invest in training their teams, building in a feedback loop that provides the necessary structure to enable the staff to properly analyze, assess, and provide recommendations to their commander. Staying positive in the face of setback and adversity is a huge part of the job and will foster a positive climate for subordinate leaders to exercise the proactive initiative that is essential on the battlefield.

Lastly, XOs and S-3s must generate the organization’s energy in line with their commander’s intent. Time is a finite resource. Organizational energy spent on tasks not in line with your commander’s intent must be ruthlessly culled from the weekly task list. The demand on your organization will already be significant and there will always be more to be done. However, it is the XO and S-3’s job to prioritize the tasks that will support their commander’s intent.

This Center for Army Lessons Learned (CALL) publication covers additional insights and perspectives that are crucial for every XO and S-3 to understand. I had the privilege to spend nearly four years as a battalion and brigade S-3, including two deployments to Iraq. I would have benefited greatly from a publication like this one. Looking back nearly two decades later, I regard that experience as among the most challenging and most rewarding of my career. I hope that you will feel the same after your tour serving as an Iron Major!