It’s been two years since I completed my Field Grade Key and Developmental (KD) time. Since then, I’ve had the fortunate opportunity to gather my thoughts and reflect on my time as a Battalion and Brigade S3. By no means does my experience make me an expert. If anything, it’s an opportunity to think. My intent is to reinforce common fundamentals with personally unique thoughts. Much of it is directed at the man in the mirror. 

I graduated from CGSC on a Thursday. On Monday I signed into my new unit as the Battalion S3. In the next two weeks, we executed our final CPX prior to equipment load-out operations for our deployment to Afghanistan. We departed a couple months later. 

Just a few months into our deployment, the Brigade, and Battalion Commanders began discussing the next year’s Field Grade Slate. After a nine-month deployment and block leave, I assumed duties as the Brigade S3. All of it seemed to happen so quickly because it did. One day I was talking about being an S3 or XO, the next I was a Battalion Task Force S3, then a Brigade S3.   

This is not abnormal. It happens. My desire is to help you prepare for the exciting challenge you are about to embark on. Serving as personal reminders, here are my top 10 lessons from my KD time: 

“Be a Team Player” 

Field grade leaders must work together and be absolute team players-with each other, subordinates, superiors, organic, and non-organic units. Though Commanders of all rank and type may or maybe team players, it is our job to work through this to develop and execute the best plan. Work together and have each other’s best interests in mind. I was blessed to have great Major teammates and it made life enjoyable. The success of the organization and the Commander’s vision depends on your ability to get over yourself and simply work well with others, everybody, always. 

“Resist Firefighting” 

Resist the “I’m putting out another fire” mentality. Most of the time it’s not a fire. Other times, there may be sparks, but nothing ignited yet. Nobody wants to hear how busy you are and it’s exhausting if you always run around like a firefighter. Instead, try to prevent the fire from starting and build a nice campfire. Gather the kindling, keep the tinder-dry, add fuel where necessary, spark when ready, protect it from getting out of control, and just manage it. And remember, you have an entire team assisting you in gathering all the tools and building this campfire. Your ability to calmly handle challenging situations speaks volumes. 

 “Be an Action-Oriented Learner” 

You know more than you think but will learn far more than you already know. Be comfortable and confident in this. Know what you need to know and where to find it and absorb everything else as much as possible. With this, take action. Do not wait. Trust yourself and each other and accept the outcome. That piece of information your waiting for likely doesn’t exist, at least the way you want it.  

“Be a Change Agent” 

You are someone who can change things and what you say and do matters. Look for opportunities to influence and change the culture of the organization. This is one of the Commander’s primary responsibilities and you are a critical part of it. Be an advocate for positive change. Even if the Commander isn’t, look for ways to positively influence it on their behalf. Additionally, work for your higher headquarters and assist them with supporting you.  

“Develop Others“ 

Challenge yourself to take time to develop yourself and others. Deliberately create opportunities to provide and receive productive feedback, not just reactionary comments. Continue coaching others as they navigate their daily responsibilities. They understand your focus and priorities and may help you understand them better. Make it a point to make the job appealing to others in your organization. They are watching you and the younger Officers are trying to decide if they want your job in the future. It takes work to serve and develop others in your environment, so I know it will push you further. I trust if you do this, you too will be developed beyond what you could have imagined.  

“Stay Humble with Perspective” 

Humbly serve others while remembering you were once a Lieutenant, a Captain, and are now just a Major. You are valued and important, but replaceable. You made some of the same mistakes and share similar lessons learned like everybody else, and will continue doing so. Be cautious in your application of personal experience when referring to other’s abilities and experiences. They have accepted the call to serve just like you. The last thing they need is somebody always telling them how different it was in when they were in their shoes. 

“Be Kind” 

Just be kind to others. Never belittle or denigrate others, especially in front of an audience. This removes your humanity and communicates complete disrespect to your organization. Do you desire or are developed by this type of treatment? So then don’t do it to others. They deserve better. Kindness will go a long way and help you with being a team player. 

“Have a Life” 

We all have a family and friends of some sort. Everybody is a human being with a life. Set the example for others to follow by making this part of your life a priority. Give others the freedom to do the same. Don’t act like everything is so important you have to stay at all hours. Simply leave and go home. It says a lot when you spend little time at home, so don’t do it. Of course, there are times to surge (fewer than we often think), but this should be the exception, not the rule.  

“Empower Others” 

Empower your staff and delegate as much as possible. Create an environment where others can contribute to improving the organization. Their work matters so let them know by providing them opportunities to unleash their power. In the end, they are the ones doing the work. Do this and they will amaze you. 

“You are a Leader” 

Most importantly, do not forget you are still a leader. Be the best follower possible while leading others. Set the example. Exercise direct and indirect organizational leadership in full support of your Commander. Influence others by providing purpose, direction, and motivation. You are not the Commander, but you are always a leader. 

The Army has prepared you for the developmental opportunity to serve as a key staff officer. Do your best to learn from, give to and enjoy it. I hope it will be as personally and professionally rewarding as mine.  

Author:  Major Chad Monroe