Company commanders (past and present) : what do you look for in your relationship with your first Sergeant?

2020-09-03T23:36:51-04:00

I have been offered a job as a First Sergeant of a chemical company. Looking for some thoughts to help flatten the learning curve

Response by CSM Chuck Stafford made Sep 4 at 2020 6:43 AM

2020-09-04T06:43:38-04:00

Congratulations -- Can't speak for expectations from the "O" side of the equation, but be professional and be honest. In my case, I was probably brutally honest and I do acknowledge lack of empaythy as a weakness. You've worked a whole career to get to this point, do great things with this opportunity and take care of your Soldiers.

Response by LTC Private RallyPoint Member made Sep 4 at 2020 8:07 AM

2020-09-04T08:07:22-04:00

Be honest. Remember it is a give and take relationship but at the end of the day the CO is the boss and his decisions, even if they're the wrong ones, go. Don't take it personally if he/she chooses to go in a different direction than what you'd prefer. Offer advice freely and don't be afraid to offer constructive criticism equally as freely. In all honesty, by the time an officer reaches the point where they are offered a command most of them are squared away so you shouldn't have too many "head up the ass" moments like you would if you were a PSG dealing with a 2LT PL. Another big one is take charge and take care of NCO business. As a CO, I don't have time to deal with every petty issue that comes along. If I don't NEED to know about it and it's something you can resolve at your level, I don't need to know about it until after the fact. Earn the trust of your soldiers so they are comfortable coming to you with their issues. I had 3 company commands. Two of my 1SGs were outstanding and we had great relationships and I still have contact with them 15 years later. I consider them like brothers. The other one was a dirtbag and I never had any kind of relationship with him because I had to fire him the first week I took command and start an investigation into his stealing company equipment and selling it at the local pawnshop and screwing the junior enlisted. Whatever you do...don't be that guy. LOL

Response by LTC Eugene Chu made Sep 4 at 2020 9:45 AM

2020-09-04T09:45:55-04:00

Personal opinion on what to be as a First Sergeant having been a drilling Reserve and mobilized Company Commander...

1. Basic individual readiness and bearing: Able to keep up with unit PT, professional uniform appearance, MOS understanding and up to date on requirements (medical, dental, etc.)
2. Communications: Good public speaking skills, writing proficiency for reports and other documents
3. Unit politics: Being on managable terms with Command Sergeant Major and Platoon Sergeants based on hierarchy and need for interactions
4. Understanding of regulations: My old First Sergeant sadly did not know Army REGs well. I had to correct him when he gave me inaccurate advice during an Article 15 hearing. He also created conflict when he initially refused to compromise with a rater on an NCOER where he was senior rater
5. Personal life: My old First Sergeant mobilized on active duty with me primarily to be away from his estranged wife and I had to deal with irritating phone calls on occasion. If family life is not ideal, ensure mitigation exists

Response by MAJ Private RallyPoint Member made Sep 4 at 2020 9:47 AM

2020-09-04T09:47:02-04:00

Respect is a two way street, even though rank has it's own level of respect. Maintain an open line of communication, talk frequently, have an open mind but be willing to express opinions and explain why you fell things would work better or worse a certain way. Just because you did things a certain way in the past that was successful doesn't mean it will work in the new company - every unit is a bit different, leadership has to be adjusted. Ask for the commander's background and philosophy to give you a better understanding of his/her history, mentality and personality. Work together to define clear goals and things the commander wants to improve upon (or not) moving forward. It's okay to get directions.
You are the senior enlisted advisor - take charge of NCO business and maintain the readiness of your troops. Have junior advancements and recommendations ready (S1 should provide you with the names).

Response by LTC John Griscom made Sep 4 at 2020 10:14 AM

2020-09-04T10:14:42-04:00

I had been on active duty six days when I was assigned as Headquarters Detachment commander with 200+ enlisted members. The 1SG was a WW II vet with almost service time as I was old.
I told him that I needed to learn from him and he was in charge of the unit until I felt comfortable with the job. He, and senior NCOs, was very supportive and taught me a lot about the operations in the Army.
I had three other command positions after that and always set the standards for what I expected from a 1SG by what I had learned from him.
I was assigned one command when the LT was relieved and I told the CO that he was relieving the wrong person because the 1SG was not doing his job if the company was failing. Two months after taking over the unit, I fired the 1SG for not doing his job.

Response by 1SG Private RallyPoint Member made Sep 4 at 2020 10:22 AM

2020-09-04T10:22:36-04:00

My commander appreciates what I took off his plate when I took responsibility. The way I operate is myself and the XO run the company based off the commanders intent and decisions.
Never bring a problem to the commander without solutions and be able to talk about pros and cons of each solution. My commander is kind of high stress so I do what I can to counter that and help him level out before he makes decisions.

Response by 1SG Private RallyPoint Member made Sep 4 at 2020 11:31 AM

2020-09-04T11:31:41-04:00

Best job I ever had in the Army, period.

Response by CWO3 Private RallyPoint Member made Sep 4 at 2020 12:51 PM

2020-09-04T12:51:26-04:00

I wore the CO hat for several months, awaiting a Captain for the Major billet. Three things - do your job (mission), watch all flanks (men), keep me informed. Inter-personal relations and methodology fall in place, with some professionalism and time.

Response by SGM Steve Wettstein made Sep 5 at 2020 11:07 AM

2020-09-05T11:07:46-04:00

1SG Private RallyPoint Member I was like the Chief of Staff for my CDR. People that thought they needed to talk to him would have to get the go a head from me (unless open door but I still talked with them first) before seeing him. Commanders have enough shit to do and anything that you can do to take out distractions will help him/her a lot.

Response by 1SG Ralph Hazlett made Sep 5 at 2020 2:37 PM

2020-09-05T14:37:53-04:00

Did 3 tours as a 1SG. Even filled in for the 1SG as a Senior PSG and filled in for The CSM on a few occasions. But the best advice I ever received I wrote it down on the back of a 3×5 card and placed it under the glass on my desk. It read : Advise The Commander To The Best Of Your Ability...However If You Totally Disagree With His Decision...Write A Memorandum Of Record...That Way If It Goes South...You Can Always Claim "I Told You So" !

Response by MSG Private RallyPoint Member made Sep 6 at 2020 6:59 PM

2020-09-06T18:59:23-04:00

I know this is for company commanders, but I'll chime in anyways. I think your relationship will depend on your commanders leadership exposure, his time as a platoon leader, and the command climate set forth by the top five. I found that commanders with little leadership experience find it hard to trust their 1SG. This can be compared to being a leader in all forms not just military experience. It could be as simple as being a team captain or some sort. Some commanders regardless of sound judgment, time in service and position find it hard to trust their 1SG and feel as though they have to do everything themselves. If he was mentored correctly, then he knows and respects the 1SG's position. He will not challenge you especially in a public forum in front of subordinates. The top five (BC, CSM, S3 OIC, BN XO), takes advice from the senior enlisted advisor to the BC. If he fails to trust him, commanders view this perspective of leadership and imitate what they see. It is imperative that their relationship is healthy and promotes a climate of trust and shows commanders what right looks like. A BC should not be deeply involved with specific Soldier issues. This also pertains to commanders. Theres just not enough time. The 1SG briefs important topics and not harass the commander with issues that need time to develop. Last, but not least your relatiosnship will ultimately depend on your personality. Sometimes you just can't force someone to be something they're not. Teamwork is not as easy as just saying the word. -my opinion

Response by 1SG Thomas Holliday made Oct 6 at 2020 10:19 AM

2020-10-06T10:19:46-04:00

Be fair and consistent, have a sense of humor.

Response by CPT Private RallyPoint Member made Jan 29 at 2023 6:53 PM

2023-01-29T18:53:22-05:00

CONGRATS BROTHER! Some of the things I looked for in my 1SG was someone who wanted to be a 1SG, who led by example, who motivated the Soldiers, who cared about the Soldiers, who agreed that he and the CDR must present a united front and never argue with each other in front of the Soldiers, who was the epitome of professionalism, who willingly and without hesitation offered his/her opinion to the CDR, and someone who believed, “Soldiers first, Mission always”.