Do any current or former 1SGs have any insight, advice and/or best practices to share about 1SG duties?

CSM Private RallyPoint Member — Sun, 30 Jul 2017 12:39:34 -0400

I am about to assume responsibilities as the First Sergeant of an HHC. I was just wondering if any current or former 1SG's had any insight, advice and/or best practices to share. Thanks for any comments

Response by CSM Michael J. Uhlig made Jul 30 at 2017 12:49 PM

CSM Michael J. Uhlig — Sun, 30 Jul 2017 12:49:53 -0400

Don't take the assignment lightly, the HHC 1SG is typically the senior 1SG in the BN/BDE and with that the expectations are higher and you will have to become creative in getting everyone involved. You have to have a open dialogue with the Commander & CSM, and you have to have their ear...know what they are thinking and expecting from their own company. Get to know the OPS-O and OPS SGM as well, get their backing and support and let them know how you plan on supporting the Commanders intent. If you end up having problems with folks not wanting to participate in training (e.g. qualification/APFT/mandatory training) go to the Memorandum for record, provide multiple opportunities (three dates) for them to chose their own date for their training event and execute training. How do you reinforce it.....be part of the meeting where the boss is briefed on the stats of his/her unit and ahead of the meeting, provide the CSM a by-name delinquency roster (be prepared to provide this to the Commander as well).

Most importantly, enjoy your time there as the 1SG and be the rock for the unit, enforce standards but never lose sight that you are there to serve the Soldiers, all Soldier Enlisted & Officer.

Response by 1SG Bill Farmerie made Jul 30 at 2017 1:05 PM

1SG Bill Farmerie — Sun, 30 Jul 2017 13:05:57 -0400

The hardest part is when weapon qual, pt tests, mandatory training and such come due. Trying to get the staff officers to include the BN commander and CSM to do the training

Response by SGM Steve Wettstein made Jul 30 at 2017 1:17 PM

SGM Steve Wettstein — Sun, 30 Jul 2017 13:17:04 -0400

You will learn a lot in this position because you are dealing with more MOSes. Don't get frustrated when you are dealing with the O4s that don't want to help the unit. Don't be scared to tell your O5 and/or O6 boss when your Os are not doing their training. Sometimes you'll get a company commander that will only try to handle that through the XO, which usually doesn't work. Like CSM Uhlig said, work hand in hand and support the OPs O and SGM and they in turn will support you. I did this and was supported. When I was a BDE OPs SGM, I was not support, therefore the company command team had problems from the big 5.

IMO, being a HHC 1SG enabled me to be selected for SGM.

Response by MSgt Mark Bucher made Jul 30 at 2017 3:19 PM

MSgt Mark Bucher — Sun, 30 Jul 2017 15:19:09 -0400

Not sure of the Army 1SG duties, but I had to pull it a number of times in the AF, both in-garrison and downrange. Easy when deployed, you do the job and press on. Problem children get sent back home with a nasty LOE. In-garrison was a royal pain in the ass, felt like nothing more than a grownup babysitter at times. I know, that's part of the job, but it was aggravating to say the least. Good luck

Response by 1SG Russell S. made Jul 30 at 2017 5:24 PM

1SG Russell S. — Sun, 30 Jul 2017 17:24:58 -0400

You have gotten some good pointers so far on here. I had a HHC for a deployment. It was like hearding cats to get everything done and movements conducted and accountability ensured. You will have lots of moving pieces and there will be several E & O members that will try to do their own thing and test your patience, even though they were in your or your commanders shoes before.
Find good solid NCOs for the sections and lean on them to accomplish section taskings and deal with the eaches as they pop up. The CSM can help.

Response by SGM Erik Marquez made Jul 30 at 2017 5:55 PM

SGM Erik Marquez — Sun, 30 Jul 2017 17:55:59 -0400

NOTHING happens on time, as planned, or as quickly as you want it to.
If your not planning 5 separate APFTs over the month in effort of hitting your required 90% tested number for the quarter, your going to fail.
If you need to do a ID card and ID tag inspection to meet AR350-1 requirement, go to them.. You and the commander can pound your heads on the desk all you want and DEMAND that 100% show up at the company area Tues morning for the inspection....but the only thing that will accomplish is dented desks and you failing the mission.
The staff process NEVER stops...the outside tasking to your Sm's and for the unit NEVER stop in an HHC. You own the company, but unlike an Armour, Infantry company they are not yours...they belong to division heads, Section chiefs and assistant chiefs, S1, 2, 3, 4 leadership... all of who have outside requirement being forced on them from a higher HQ that must be handled..so stopping the train on Thursday morning for a 100% urinalysis and expecting it to not take ALL DAY (or fail) and thats with you going to where the SM are is useless.. It will take all day, you will still barely make the deadline for turn in to the lab at the end of the day and you will still need to schedule a follow up to get the remaining 30% that were not available due to TDY, Staff meetings outside the unit area that were directed by a higher HQ and had to be attended.

Annually weapons qual is a 72 week process in a Div HHBN HHC.. If you want to meet the standard of 100% qual annually.. You will run a range every week or three,,,and if you do it right, provide trans, make it efficiently as possible not for you and the range crew but for the staff and SM in the company, it will work.
If you want to stand on principle and "authority" and schedule ONE range every 6 months and "order" all SM in the unit to be there or else...... Be prepared with your else and an explanation to the CSM why you failed AGAIN..

Get the senior leaders buy in...if you can get the Division heads, and their chiefs, the senior CDR and his CSM to support the plan, the underlings will follow

"LTC Bigwig if the CG, the G3 and the G3 SGM can get to the range one of the four times we have it set up this month, I think you can figure it out..RIGHT Sir? If not, lets go talk with the CofS and see if he can help you and your section figure it out."

Response by 1SG Michael Blount made Jul 30 at 2017 6:17 PM

1SG Michael Blount — Sun, 30 Jul 2017 18:17:33 -0400

About 80% of your job is going to be paperwork with ncoers, counseling statements, and the like. The rest will be running interference between bothersome officers who like to micromanage and the people actually doing the work.

Response by SPC Private RallyPoint Member made Jul 30 at 2017 7:10 PM

SPC Private RallyPoint Member — Sun, 30 Jul 2017 19:10:23 -0400

From what I knew of my HHC 1SG he was busy. Good luck Top.

Response by MAJ Don Bigger made Jul 30 at 2017 8:17 PM

MAJ Don Bigger — Sun, 30 Jul 2017 20:17:00 -0400

First -- Congrats on your selection. Great admiration for any unit 1SG

Second--I've never been one, so I won't pretend to give you any advice. I will say that, having been an HHC Commander (Armor Bn), I had a great relationship with my 1SG. Somewhat kiddingly, I would often ask him if it was ok "if I give an order now". I made sure junior officers gave him wide berth and I ran interference if their were issues up the chain. Hopefully you'll have a CO that will support/back you, and the unit knows you have that backing. The relationship you have with your CO can be half the battle. So, don't feel shy about having frank (and respectful) chats with him when need be. Ok, I have some advice :)

At any rate--best of luck to you!

Response by 1SG Donald Elmore made Jul 30 at 2017 8:57 PM

1SG Donald Elmore — Sun, 30 Jul 2017 20:57:49 -0400

I was First Sergeant of Headquarters Detachment, 447th Signal Battalion in Darmstadt, Germany for 6 months in 1971. My best advice is to treat you men with respect, give them proper advice and give them counsel when needed. Later, in 1974 and 1975, I was First Sergeant of the 532nd Signal Company, 39th Signal Battalion in Giessen, Germany. Outside of performing your administrative duties, again I say resect your men, and support them. Be loyal and supportive to your Commanders and protect their interests at all times. And, always set the example for your men and your Commanders.

Response by 1SG David Niles made Jul 31 at 2017 6:41 AM

1SG David Niles — Mon, 31 Jul 2017 06:41:10 -0400

Hhc 1sg is not the same a company 1sg, you have responsibility for a lot more senior NCO's and some times the CSM forgets that you got this. But take it and run with it, because you do "got this"

Response by SFC Private RallyPoint Member made Jul 31 at 2017 8:37 PM

SFC Private RallyPoint Member — Mon, 31 Jul 2017 20:37:57 -0400

I'm not a 1SG but the one I currently have seem like he has no balls, so I hope all 1SG are not afraid to put their PSGs in check, if / when needed.

Response by 1SG Billy Meredith Sr. made Aug 1 at 2017 1:09 AM

1SG Billy Meredith Sr. — Tue, 01 Aug 2017 01:09:41 -0400

Get back to NCOs doing NCOs business.

Response by SGM(P) Private RallyPoint Member made Aug 1 at 2017 10:24 AM

SGM(P) Private RallyPoint Member — Tue, 01 Aug 2017 10:24:51 -0400

GET A FIRM GRIP EARLY! Coming from a line unit to the HHC is a VERY different creature. Make your connection to the CMDR and your CSM strong and cement it. You'll be dealing with O's and WO's that will often be more problem to your moral and discipline than your enlisted, because of the sense of entitlement. The "joes" that work in those shops will be influenced by this. Remember to be the firm but fair voice of order and discipline.
Stay at least three steps ahead of the unit, get your senior NCO's involved and delegate delegate DELEGATE! It's personnel management and troops to task at this level. you cant do it all alone. Good luck, brother.

Response by 1SG Tony Reaux made Aug 1 at 2017 2:06 PM

1SG Tony Reaux — Tue, 01 Aug 2017 14:06:13 -0400

Respect your NCO's & soldiers, deligate, deligate, deligate. Get dependable Plt Sgt's. Pass all your annual inspections, inventories ect.. keep your CO in check!! Have fun, I don't regret having 3 different HHC Companies...

Response by 1SG Eddie Jones made Aug 3 at 2017 5:35 PM

1SG Eddie Jones — Thu, 03 Aug 2017 17:35:09 -0400

I was 1SG of Support Troop for my Squadron, It was a demanding job with 239 soldier in my unit. It was a demanding job 24/7, I had an awesome CO who backed me everytime, and I had his back. Your NCO's will try you at first but let them know who is in charge and they will respect you for it. Good luck Top

Response by MSgt Kevin Watts made Aug 7 at 2017 8:29 PM

MSgt Kevin Watts — Mon, 07 Aug 2017 20:29:18 -0400

Don't forget where you came from and never forget about your soldiers.

Response by 1SG Private RallyPoint Member made Aug 9 at 2017 10:23 PM

1SG Private RallyPoint Member — Wed, 09 Aug 2017 22:23:54 -0400

Congrats on taking one of the yards and most rewarding jobs the Army has to offer.
I just finished my diamond time and had a blast. My last company was a HHC. I best advice I can give is establish a process with your commander. Make sure the staff NCOs bring everything through you and not just straight to the company commander. Second, know you power base. What I mean by this is the BN XO is your go to when the Staff is not listening. Lastly, don't stay in your office all day get out and talk with the soldiers in your company. They need to see you and you need a break from your computer.

Also find the one person no one what's to give up and make them your ops clerk. This will help you in the long run.

Have fun the time goes fast so enjoy.

Response by 1SG Private RallyPoint Member made Aug 11 at 2017 10:51 AM

1SG Private RallyPoint Member — Fri, 11 Aug 2017 10:51:26 -0400

I posted this on another thread with a similar question. I hope this is of some assistance to you. This what I recommend you do, in order:

1. Get your unit in the field and do a hard assessment of its capabilities, limitations, and strengths of individual Soldiers.
2. Compare that assessment with the Company Commander. If you disagree in some areas, you might have caught on to something he didn't.
3. Have a nice long talk with the CO about his goals and objectives.
4. *Spend some time on this one* - formulate a plan to develop your Soldiers, NCOs, and unit to meet the CO's goals and objectives.
5. Get buy in from the CO, and bounce your plan off the CSM.
6. Get buy in from key players within the unit.
7. Lay out expectations and set high standards for performance. Set out to be the best.
8. Do things that build esprit and teamwork. Such as a cookout, unit-wide competition days, etc.
9. Determine ways to measure progress towards goals. Be prepared to make adjustments as needed.
10. Celebrate success. Recognize people who bust their hump for you in formation, with or without an accompanying award. An early release, Pass, or coin carries a lot of weight and gives others something to shoot for.
11. Never settle. If you attain your goals, set new ones. At any given time, I have three short-range, three mid-term, and three long-term goals active. When I attain one, I celebrate alone or with others (depending on what it is), then set new ones.
12. Always remember, support, and take an interest in the success of your Soldiers, even after they leave the unit. Your job is to make your unit AND the Army better. Remember that and your men will remember you.

Best of luck. It has been the toughest assignment I have ever had, but certainly the best.

Response by 1SG Jesus Lopez made Aug 14 at 2017 8:45 PM

1SG Jesus Lopez — Mon, 14 Aug 2017 20:45:57 -0400

Top, congratulations and welcome to the team. Best job I ever had, I did HHC for 90 days until the incoming 1SG arrived, and the best thing I did was listen to my seniors, I had 2 SGM's, and the BDE SGM, and every time I needed something I went to them, it is a matter to pay attention to the year cycle, i.e. always be two steps ahead of the game, and do not hesitate on correcting even the seniors, believe me they will respect that, because they understand that you and your Commander are responsible for orchestrating the unit.

Response by 1SG Private RallyPoint Member made Aug 14 at 2017 9:22 PM

1SG Private RallyPoint Member — Mon, 14 Aug 2017 21:22:18 -0400

I have a few minutes still before I am even looked at for the next rank (only 18 months TIG), but I have had some opportunities to step in as acting First Sergeant for small blocks of time such as weekend range/field exercises or during home station AT. In many ways, my experience mimicked what I got during my 1SG leadership opportunity during SLC. Making sure Soldiers were where they were supposed to be and on time, holding the section leaders accountable, and ensuring information flow downward was working. Finding the roadblocks in that last point, and removing them was a crucial thing in my mind, because too many times junior Soldiers were (are) not getting the info they need when they need it.

Being CA, you surely know that those units are a different breed. I am unsure how the subordinate BNs are staffed, but the BDE HHC that I am with is about 50-50 officers: enlisted/NCOs. I have seen the senior NCO's and 1SG's (and experienced myself) struggle to herd the cats that wear gold and silver. I don't know what your current assignment will be like in this regard.

I know this is a stale post now, and I hope you have made it through the break in period relatively unscathed. I don't really have anything to add to what the Sergeants Majors and others have already said, but I can tell you what I like to see in my own First Sergeant: Vigorously support the NCOs in conducting training. Fight for the training time/sergeant's time/section time at the training meetings and instill in the senior NCO leaders to want to do the same. You will loose time and soldiers to planning meetings, COA meetings, MDMP.... The junior NCO's will need to find motivation and support to step up and conduct the training. In my experience, any one worth his rank will gladly take the opportunity if they know they have it and are set up for success. It can be hard to break the staff sections away from the office environment and back into "soldiering", but I bet secretly many want to have that break.

Response by SMSgt Lawrence McCarter made Aug 15 at 2017 2:48 AM

SMSgt Lawrence McCarter — Tue, 15 Aug 2017 02:48:35 -0400

I did perform 1st Sergeant duties in the Air Force and the first Commander I worked for was a SSgt as an enlisted man with 8 years enlisted service and a Captain when I worked for Him. It was a pleasure, all our officer in the unit were prior enlisted NCOs I had a good NCOIC of the orderly room and great clerks. They sure helped Me look good. When that commander was promoted to Major He made a PCS move to another base and I broke in the new Commander which was also a pleasure. The 1st Sgt always worked very closely with the Commander. I found it a very interesting job and getting some of the young troops on the right path or assisting them when they ran into problems. Myself and the Commander participated in every award ceremony within the unit which meant a lot to our troops who actually expressed their appreciation. The job was never boring. When I left that job I broke in the new 1st Sergeant and trained Him before moving on and had nothing pending for him, no mess was left, everything was cleaned up. He appreciated that esp as it was His 1st assignment as a First Sergeant. Both the Commanders I had worked for as 1st Sgt had arrived at the rank of Colonel before they were done and retired in that rank. Those duties for Me were in a USAF Security Police Squadron and except for First Sergeant My job was with the Air Police, later called Security Police duties for My entire Military career.

Response by 1SG Jeremy Wright made Aug 15 at 2017 2:22 PM

1SG Jeremy Wright — Tue, 15 Aug 2017 14:22:15 -0400

Hardest 1SG there is!!! Make sure you have a strong BDE/BN CDR AND XO that won't cut you off at the knees when dealing with the officers!!!

Response by 1SG Leo Leal made Aug 16 at 2017 1:20 PM

1SG Leo Leal — Wed, 16 Aug 2017 13:20:50 -0400

As stated earlier, you have to be a rock. Dealing with all the different MOSs snd S shops will be difficult. Be firm on weapons Q and APFT. Everyone in the Battalion will be looking for your guidance, including the officers. Accept nobSoldier from a line unit because he did not "fit in". The MOSs in HHC are unique and highly skilled. Ingrain that in your Soldiers and they will excel. The CDM and BC will be asking you for ideas and assistance. Don't be fooled, it a very hard and rewarding job. Do well Brother

Response by 1SG Michael Lyons made Aug 22 at 2017 2:17 PM

1SG Michael Lyons — Tue, 22 Aug 2017 14:17:28 -0400

My advice is be hard but fair. Some small issues do not always project the Soldiers potential. Use the whole Soldier concept when dealing with disciplinary actions. Keep things at your level ( do not air your units laundry) Offenses the require higher adjudication need to go up the chain but lots of things can be handled in house. Soldiers should want to be a part of your unit. You command climate ( at your level) will determine that. The diamond gets heavy. Good luck

Response by 1SG Duane Sundstrom made Aug 22 at 2017 4:24 PM

1SG Duane Sundstrom — Tue, 22 Aug 2017 16:24:47 -0400

As a former BBC 1sg, that is the hardest job as a top. You are accountable for the company but all the soldiers are under the control of the staff officers. When filling out your dutie the staff pulls them out. Saying that soldier can not be spared.

Response by 1SG Dale Cantrell made Sep 9 at 2017 11:34 PM

1SG Dale Cantrell — Sat, 09 Sep 2017 23:34:27 -0400

As a MP 1sgt , I got a lot of positive response. When I sent family members BIRTHDAY CARDS

Response by 1SG Private RallyPoint Member made Sep 20 at 2017 12:42 AM

1SG Private RallyPoint Member — Wed, 20 Sep 2017 00:42:57 -0400

As the 1SG you have many responsibilities, beans, bullets are the easy ones. Getting everyone to come together as a team is much tougher and sometimes motivating those young LT to step up and lead even tougher. Prepare to be a mentor, counselor. Remind your personnel that HTC number one priority is to support the Companies that make up your Battalion or Brigade, without those Companies your Command would not exist.

Response by 1SG Michael Luker made Sep 28 at 2017 9:51 PM

1SG Michael Luker — Thu, 28 Sep 2017 21:51:47 -0400

Contact your nearest AD Military installation and inquire about the Company Commander / First Sergeant Pre-Command Course. I facilitate the Fort Hood, TX. course

Response by 1SG Gilberto Navarrette made Oct 11 at 2017 10:01 PM

1SG Gilberto Navarrette — Wed, 11 Oct 2017 22:01:27 -0400

Insure your Plt Sgts are aware of what their responsibilities are and your expectations

Response by 1SG Freddie Raben made Oct 13 at 2017 10:43 PM

1SG Freddie Raben — Fri, 13 Oct 2017 22:43:57 -0400

I had a wise CO tell me one of my most important duty's was to train the new second lieutenants how to be good officers. That CO went on to become a we'll respected General.

Response by 1SG Chad Smith made Oct 14 at 2017 12:53 AM

1SG Chad Smith — Sat, 14 Oct 2017 00:53:13 -0400

Stand your ground. HHC 1SG is very difficult. All the staff officers don’t want their enlisted soldiers to pull duty. Stand by your principles and don’t back down.

Response by 1SG Michael Hammond made Oct 17 at 2017 3:44 PM

1SG Michael Hammond — Tue, 17 Oct 2017 15:44:03 -0400

Keep your commander well informed and updated, don’t be afraid to say what’s on your mind, keep your platoon Sgts, section chiefs in the loop, and don’t measure your duty day by the hands of the clock.