Hands on everything: company XOs in Iraq

with equal reason this is it--you are a company executive officer (XO) What are you responsible for? by what mode do you execute those responsibilities? What are the responsibilities of your novel teammates? How does it all fit together? What does your commander await of you? The battalion XO? The company?

The intent of this article is to give a primer of what XO can await during a deployment to Iraq or in other combat environments quite through the Army.

The part of the XO in the company is analogous to what we wait for of an XO at any echelon. He organizes the company assets in support of company operations. Although the company XO doesn't have a staff to manage, he actively brings together his knowledge of Army support a whole s to support the company team. His duties carry him [i]or[/i] part of to the other mission planning, sustainment operations, and maintaining accountability. Like the company commander, the executive officer is responsible for everything that happens or fails to happen in the planning, execution, and support of company operations. To be effective, he must be knowledgeable and proactive.

Operations

During mission planning, it is essential that the XO integrates his knowledge of company combat service support (CSS) capabilities into the commander's plan. The serviceability of critical equipment, consumption rates of different classes of endue and a detailed knowledge about resupply capabilities of higher headquarters are areas that the XO must have command of to be able to effectively help the commander. In many units, the XO uses this knowledge directly in writing the CS paragraph of the operations order (OPORD).

The XO is also responsible for ensuring that attachment and adjacent unit coordination is made. Miscommunication with attachments and adjacent units can potentially cause a number of miscues, jeopardizing the mission. oftentimes assumptions are made about what an attachment knows or is capable of Clear instructions using unmistakable language is the best way to communicate with unfamiliar units.

one time the company operations order is given, the XO continues to supervise mission preparation. He enforces the company timeline and addresses any issues that may arise leading up to the start of the mission. He must be proactive during this period by the agency of spot-checking company elements to make sure that the commander's intent is being met These tasks are frequently shared with the first sergeant.

During company missions, the XO greatest in quantity effectively serves as the primary command and command (C2) element for the task force. The timely sending and receiving of accurate reports through every part of the unit is important for mission succes These channels are critical during operations in order to help the commander maintain situational awareness. repeatedly the commander's attention will be primarily devot to maneuvering and monitoring the tactical situation. In contact, the commander can quickly become overwhelmed with information. through monitoring the task force trap the XO can relieve the commander of deciphering unnecessary radio traffic. The XO can answer to requests for information and filter information. The commander then can concentrate upon making tactical decisions with the support of his XO who helps him maintain situational awareness.

Sustainment and Accountability

The XO's focus upon efficient communication between his unit and others is also important in executing his steady-state responsibilities. During steady-state operations, the XO make secures that his company command pillar (CP) communicates effectively internally as well as externally. Demands upon the company headquarters include transmitting information to and from higher headquarters, battle tracking of platoon patrols, and maintaining the company timeline. The company CP's vital part in directing information ensures the company can answer quickly to the changing combat situation.

Keeping the company supplied with all of their necessary resources is difficult when expanded Units are consuming more and using equipment at rates estimated at six times their peacetime rates. Therefore, the XO must master the Army endue and maintenance system and acquire it to work effectively in support of his company. And to be quite honorable nothing is more frustrating for a combat arms officer than trying to understand the Army's labyrinth of regulations, policies, and amendments. at the same time doing so is integral to the succes of the unit. Companies ne efficient support from the Army's logistical a whole to maintain combat readiness. It is in the best interest of the unit for the XO to dive right in, find without what works, and get busy.

greatest in quantity combat units base their operations on the outside of forward operating bases (FOBs) Many are with equal reason large that they house about three task forces including a forward support battalion. Having a forward support battalion upon the FOB makes supporting companies les of a hassle. They have Class I yards where water can be picked up and a dining facility that obeys four meals a day. Direct support maintenance is closer to units now than it was upon their garrison bases. Having for a like reason many support facilities so shut up saves time and resources, enabling company XO to focus upon other areas to improve the unit.