Secret to a Successful S-3

I've been thinking a lot about what makes a successful S-3 shop, at least in a logistics battalion. Here's what I've come up with:

• No animosity among the captains in the section. In logistics battalions, there are three captain slots, all of whom get rated by the battalion executive officer. Interpersonal conflict among them degrades communication and hurts the S-3's effectiveness.
  
  
• Get out of your chair.The S-3 is [supposedly] the primary staff section, but to really make things work, you have to go talk to people. Face to face communication is best, followed by a phone call, and lastly, email.
  
  
• Don't give other sections orders before you've talked to them. It just doesn't work well. If a higher command gives an order regarding some IT issue, talk to the S-6 about what it means for them before you merely parrot the order you'd received.
  
  
• Don't ask subordinates for data you can get from your SPO peers. Sure, an order is easier (at least for you), but don't waste people's time on stuff that's already been given.
  
  
• Understand who "everyone" is. In Korea at least, many units are geographically detached. Before sending out an order to "everyone," make sure it applies.
  
  
• Don't just let orders sunset; rescind them if they no longer apply. Along with this, keep track of what past orders have already been sent and what regulations already apply.
  
  
• Use Outlook to schedule your own reminders. At the very least, don't schedule recurring meetings and then forget about them or cancel after the meeting's supposed to have started.

In addition, a successful S-3 is proactive, even if it means more work for themselves. Of course, the most natural thing is to be reactive -- so you're not wasting time on things you don't need to -- but "an ounce of prevention is worth a pound of cure." By predicting future requirements, you can better plan for contingencies and spread out your workload.