“In the beginning, there were majors.” 

The first standardized brigade in the continental Army had one major.  As the staff expanded, the Army increased the number of officers in a brigade and battalion. For a company-grade officer who has never been on a battalion staff, the majors may seem unapproachable, but they have always been essential to a unit’s operation.  Their experience, relationships, and leadership help the unit function.  Whether you are a Company Commander or a member of the staff, it is important to know who the majors are, what their jobs entail, what roles they play, and how you can build a relationship with them. 

Who Are They? 

“The Iron Majors” 

Majors, with 10-14 years of experience, are some of the most experienced leaders in a battalion. They have likely attended Intermediate Level Education, either with the Army or another service, making them proficient in the Military Decision Making Process (MDMP). Most majors have served in multiple types of units and are able to draw on a wealth of knowledge from their school and operational experiences.  Though battalion staff time is critical for their professional development, and often key in Battalion Command considerations, the best majors are experts in building teams and work together for the good of the unit. 

Job Responsibilities 

First and foremost, majors support the battalion commander and the unit. While the exact details of how duties and responsibilities are delegated may vary between units, there are some common ways of sharing responsibilities.  

“The Staff cannot win a battle, but they sure can lose it”  

For MDMP, review  FM 6-0 and the specific roles for the XO, S3, and rest of the staff.   Know that both officers are essential to produce a good, well–planned order.  The XO must drive the process, set timelines, and ensure that the staff remains focused.  The XO usually supervises the assembly of MDMP briefs to the commander.  The S3 owns the Warning Order, Operations Order, operations graphics, and the OPORD Brief to the Company Commanders.  A good S3 imbeds planners with other staff sections to ensure planning includes all facets of the staff, especially during Mission Analysis and during the production of staff annexes.  As one of the final events, the XO runs the Combined Arms Rehearsal, bringing the order to life.  The worst outcome is the S3 shop developing a plan in a vacuum, without the input of the staff or the benefit of MDMP.   

“The Staff was on the dreaded ‘Road to Abilene.’ They started planning without direction, no idea how they got there, and they were nowhere near what the CDR wanted.” 

During MDMP, majors are the direct link to the BC, ensuring that the staff has the guidance to produce the plan the BC wants.  Nothing is more demoralizing for staff than realizing their plan is nowhere near what the commander expected.  The XO or S3 should provide planning updates to the BC and solicit guidance when needed.  

“Good units do routine things routinely well” 

In garrison, the XO is overall in charge, but the S3, especially at BDE, may have up to half the staff under the “Operations” umbrella.  The XO is the “process” master and can answer questions on staffing a product or routing.  If it involves planning, tasking, training, or ammunition, go to the S3.  These roles, especially in garrison, may shift between the XO and S3, so communication among the staff is key. Make sure that daily operations in the staff are codified and you know who to update. 

“Don’t wait till things go poorly to get the NCOs involved.” 

Never underestimate the Operations Sergeant Major (OPS SGM). Despite the name of the position, the OPS SGM supports the BC, CSM, XO and S3.  This individual should not be relegated to just setting up the terrain model for rehearsals, but should be involved in the planning, execution, and task tracking throughout the battalion.  Even when the XO and S3 can’t link up, the OPS SGM acts as a link between the two. 

Field Grade Roles 

“Allow the Commander to do the things only they can do” 

For the Battalion Commander, the XO/S3 acts as a buffer, allowing the important information to go through, and the mundane to stay out.  Majors handle the commander’s priorities and keep the battalion on track.  They are also a buffer; anything going to the commander will be reviewed by one of the majors or the CSM before coming to the BC. 

“Tough Love” 

For the staff, the majors are the leaders of the organization. The majors and the OPS SGM have the experience and authority to solve most of the Battalion’s problems– This doesn’t mean that they won’t occasionally tell you to work it out on your own.  Good majors take the time to train and develop the staff. 

“A Sounding Board” 

For the Company Commanders, the majors are an outlet.  Tell them what you are thinking and how things are going in your unit.  To a good company commander, one of the field grades should be a stop before, or after you see the BC.  As a major, having a Company Commander stop by your office will probably be the best part of your day. 

How to build a relationship with the Majors 

“The Golden Rule” 

The best way to build a relationship with the majors is by threatening them the way you would want to be treated:   

–Keep them informed.  If you are going to tell the BC something, let the XO/S3 know beforehand.  Never go behind the back of the XO and S3. 

-Seek their advice. The XO and S3 have more than likely done your job and excelled in it.  Whether you are a Company Commander or on the staff, most field grades enjoy talking to you about their experiences.  Typically, Company Commanders spend a lot of time with the S3 and the staff spend a lot of time with the XO, but you might naturally gravitate toward one or the other based on personality.  

–Work hard.  The XO and S3 know who is working hard.  They appreciate those who work hard to advance the team.  Try and solve problems before it comes to their level. 

-Don’t play games. Never play the XO and S3 off one another.  This only causes problems, and it won’t take long for the majors to find out what you are doing. 

What to expect from them? 

“Even on a staff, you never stop being a leader” 

Expect the majors to be leaders.  They should give guidance, direction, and make hard decisions.  They shouldn’t be afraid to talk to the BC about issues in the battalion. They should be willing to help and develop you.  They should be approachable.  If you can’t figure something out, ask the major- don’t suffer in silence.     

“What Sticks” 

When I think about the majors when I was a young officer, I admired those who tackled every task with all of their might and maintained a good attitude.  Sure, they sometimes look agitated and tired, but I never doubted their commitment and felt that they genuinely enjoyed their jobs.  Their experience brought calm to the staff and reassured the unit, even in difficult situations.  The majors knew their roles and responsibilities.  Whether we were deployed, in the field, or in garrison, the majors knew what needed to be done.  They didn’t have “lanes” that could be encroached on – they helped one another for the good of the unit.  They were the best mentors, and I wanted to have a great working relationship with them.  I hope these are the same experiences you have when you meet your majors.  

LTC Aaron Childers is an infantry officer who has served in both light and heavy formations.  He was the Brigade S3 for TF Strike (2nd Brigade, 101st Airborne) during the Mosul Counter-Attack.  Following his BDE S3 time, he completed a three-year assignment to the Joint Staff J5, and is currently serving on the Army Staff, G-3/5/7 Readiness Division.  Connect with him on Twitter @childersaw or via Linkedin. 

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