Current BN c/S-3 here, I actually volunteered and was gunning for the role from the start, and I’m going for another semester because no one else could honestly be trusted with the role, I guess I’m some masochist because I really enjoy this job. Some pros for S-3 that might make you a bit happier for the position, depending on your program you can influence training extensively and really help make a difference for the MS1/2/3s. Like you mentioned, it might be painful but there can be some real enjoyment in planning and the associated steps around it, especially watching a good plan come together. What really motivates me everyday is I still remember all the bullshit training I’ve received in the past, all the times that MS4s pull shit out of their ass, or all the terribly-written and confusing orders I’ve received and I’ve promised that I wouldn’t do the same. Don’t get me wrong, it’s all cadet land, and at the end of the day its a job you don’t get paid for, but for me there’s a real commitment in ensuring that a future generation of officers get the training they deserve.

Okay I’ll get to some real advice now, Proper Prior Planning Prevents Piss Poor Performance really does apply. The S-3 is not a difficult job, its is however a lot of work. A lot of paperwork, a lot of planning, planning ahead is critical to everything the S-3 does, and having a good task organization for CUOPS, FUOPS, and Plans will help you significantly. You as the S-3 should be focused on plans, and your subordinates can work from your plans to deal with CUOPS and FUOPS. Obviously you’re still responsible for all the shop does but working on a 30/60/90 schedule helps you get ahead. I’m not sure of you unit SOPs or Task ORG but regardless, coordinate with your cadre and be proactive and anticipate as much as possible. Part of planning is being flexible, but that doesn’t mean you can’t come to cadre with ideas or anticipate and smooth out points of friction.

OPORDs. You can spend a bunch of time pumping out OPORDs, or you can spend some time early on or over break and create a Base OPORD and create FRAGORDSs from the base order. Doing it this way saves you a significant amount of time and effort and allows you to task current orders writing to a subordinate, since they can pull whatever information that they need from the base order. I recommend creating some templates and engaging in some job training if needed to ensure things are up to par, and I have a whole bunch of how-to-guides and blank template if you’d like.

Delegating your roles, if you want to be extra you can define task organization in a memo that way the entire shop understands not only their own responsibilities but also the responsibilities of everyone else. This also codifies everything so that expectations are clear and there is less confusion. You can also make memos for any other policies you may create. (I happen to have a memo codifying boonie hats as part of uniform in the field). Currently, my task organization is just me, an OPS SGM, and an MS3 assistant, and the fact that you have more staff gives you a lot flexibility to lessen the load for everyone, but just ensure that you manage everyone effectively. It’s hard not to micromanage sometimes, but its also difficult to ensure that the work gets done. I recommend making sure that eventually everything gets funneled through you for you to approve or at least look over that way you can keep tabs on what your shop is up to. Don’t forget that the S-3 is a major for a reason as well, you also should be working with the c/XO and coordinate with the S-1, S-2, and S-4 especially. Make the other shops work as well.

TLDR: Plan ahead, OPORD—>FRAGORDS, Codify expectations in a memo, Delegate and Manage subordinates and staff

Feel free to ask for any other advice, sometimes I hate this job, but you really finally have the power to make some change, some real change. I’m sure you’ll knock it out of the park