Does anybody have any advice on CSM duties and responsibilities?

CSM Private RallyPoint Member — Fri, 09 Feb 2018 08:34:55 -0500

I am stepping into a new rank and duty position as a BN CSM. Aside from the tradition roles of maintaining the colors, and maintaining morale and welfare, what other duties and responsibilities should I expect or ask for to assist my Commander and the entire Battalion? Any and all advice, anecdotes and stories welcomed.

Response by LTC Private RallyPoint Member made Feb 9 at 2018 8:54 AM

LTC Private RallyPoint Member — Fri, 09 Feb 2018 08:54:01 -0500

CSM Archer, I would get the Non Commissioned Officers in a room and ask them what they need to do their jobs and where you can focus your effort.

Response by COL Dana Hampton made Feb 9 at 2018 8:59 AM

COL Dana Hampton — Fri, 09 Feb 2018 08:59:42 -0500

As a former battalion commander, my CSM was my strongest advisor and advocate for the enlisted Soldiers. He was also an objective set of eyes for me on leadership development issues with my company grade officer's.

When ever discipline issues were elevated to my level, he was also a close advisor for any action.

In short, the CSM must be a trusted, professional and confidential confidant to the BN CDR on everything from training to morale. The success of a CSM depends on trust between themselves and the CDR. That trust is sacrosanct. If it's ever broken, the command team is in trouble and morale will plummet across all subordinate units.

The relationship between my CSM and myself was one where we could have candid open discussion on any topic (agree, disagree or agree to disagree), but when we opened the door, we had a united voice. My command stretched into a 3rd year, I believe, largely because of the success we shared as a command team. As I rolled out of command to the general's staff, my CSM was immediately snapped up for a Bridge CSM position by one of my peers. He was a highly sought after CSM.

Best of luck in your new assignment. The Wreath and Star on those chevrons is an accomplishment that means you are one of the top performers the Army has to offer. Your wisdom, experience and counsel carry huge weight! Be judicious and thoughtful in your advice to your commander. Develop a sense to know when to interject and when to be that inner voice behind your commander. Do that, and you'll have a great tour with many good things to follow!

Response by Capt Private RallyPoint Member made Feb 9 at 2018 9:03 AM

Capt Private RallyPoint Member — Fri, 09 Feb 2018 09:03:54 -0500

You have seen it all. Take care of your troops, lead them, respect them, and if necessary, correct them.

Response by MSG Dan Castaneda made Feb 9 at 2018 10:16 AM

MSG Dan Castaneda — Fri, 09 Feb 2018 10:16:01 -0500

Give your Soldiers the benefit of doubt. Take care of them. When their leadership wants to punish them, you owe it to them to hear their side too. If they are wrong find a way to get them back on track with little impact on them and the unit. Understand that everyone makes mistakes. If they are unrecoverable, slam the hammer on them and put them out quickly. We are not going to win the war today. If its not done by 1700, it can wait until tomorrow. Give Soldiers more time with their families. Keep their families happy as well. Then the obvious, give them everything they need to be good at their job. Good luck CSM. If you need a 1SG, I'm here.

Response by 1LT Private RallyPoint Member made Feb 9 at 2018 10:22 AM

1LT Private RallyPoint Member — Fri, 09 Feb 2018 10:22:29 -0500

I had a BN CSM that once a QTR would hold an "LT Luncheon." For an hour or so the CSM would speak on leadership, counseling, NCOERs, etc., and open up the floor for questions. It was a very informal and discussion driven atmosphere. May not seem like much, but I found this very beneficial as a Junior Officer.

Response by CSM Richard StCyr made Feb 9 at 2018 10:26 AM

CSM Richard StCyr — Fri, 09 Feb 2018 10:26:47 -0500

The CSM duties are purposely vague in doctrinal text. Your duties will be pretty varied and you will learn to anticipate what and where the Commander needs assistance. I dug through my old NCOERs and here are the recurring tasks that showed up in part III of the old style NCOER under duties, special emphasis and appointed duties;
- Safety program (not the BS PT belt crap)
-RE-UP, EO, EEO and Soldier and NCO counseling programs
-Construction QA/ QC and standards
-Weight control
-Family care plans and deployment packets
-The PT program
-TAC SOP, Garrison SOP
-Unit ceremonies, functions and recognition
-Command Inspections
-Maintenance
-Staff coordination
I don't know what a typical duty day looks like for a civil affairs unit as I was a Combat Heavy Construction guy, and worked in support of Artillery and Infantry folks mostly. But I stayed out of the office most of the time roaming throughout the area checking on PT, training, staff actions, maintenance and construction projects. I changed my open door policy to - when you see me, talk to me if it pertained to how to be a better Soldier, advance technically or if the troops had a recommendation to do things better, complaints about leaders or any negative discussions I asked the troops to schedule an appointment and did closed door. It's amazing what you can find out under a truck or grader with a grease gun, a -10 manual and a PVT.
I spoke to the Commander before and after PT, at Lunch and before leaving for the day and we did the Vulcan mind meld. I spoke to as many of the 1SGs as I could and found out where and what they could use my help on.
My admin goal was to move everything from my in box to my out box before I left for home. Admin stuff for the BC was reviewed and comments written on a sticky note or an Exsum with a recommendation or points to consider for them.
Congratulations on being selected and appointed to CSM. It's a great and challenging position with the opportunity to help and serve a ton of people.

Response by CSM Randall Wayt made Feb 9 at 2018 10:44 AM

CSM Randall Wayt — Fri, 09 Feb 2018 10:44:08 -0500

First and foremost, take care of your soldiers. Be a mentor to your NCO's and to the Jr. Officers. Have confidence and trust in your BN Commander and be firm but compassionate to your soldiers needs. Congratulations on your new position and post.

Response by SGM Bill Frazer made Feb 9 at 2018 10:55 AM

SGM Bill Frazer — Fri, 09 Feb 2018 10:55:11 -0500

Great advice- nothing new, just remember you are the bridge between SM/NCO and the Commander. The Commander is responsible for training his officers, that does not mean you can't help by informal sessions for them to get the NCO side of things. You have to be totally impartial, you and the CO are a team- but there needs to be lots of room for frank disagreement without any rancor or grudges. Train/Train your NCO's at all levels and hold meetings to keep them in the loop and smart. Drive on CSM!!

Response by Lt Col Jim Coe made Feb 9 at 2018 11:22 AM

Lt Col Jim Coe — Fri, 09 Feb 2018 11:22:40 -0500

I was an Army Civilian at a major command headquarters. We had several E-9s on staff, but only one CSM. The CSM was the chief advisor and advocate for the enlisted and civilian personnel on the staff. He advised the commander, a major general, on issues related to the morale, welfare, and good discipline of the military and civilian workforce. He maintained a network with the CSMs at the Brigades and Battalions. The CSM accompanied the commander on nearly all unit visits. This gave him (we didn't have any female CSMs while I was there) an opportunity to meet with the people at the Brigades and Battalions. Often the CSM was in charge of "huah" for the command. He provided motivational inputs at all-hands meetings at the HQ and on unit visits. He also kept the supply of motivational items, such as coins. As a senior civilian, I knew I could go talk with the CSM any time I had a question about or issue with the enlisted force in the command. He provided excellent advice and a little motivation to go with it. All of our CSMs were outstanding Soldiers, highly experienced, extremely positive, and expert communicators.

Response by SGT Dave Tracy made Feb 9 at 2018 11:28 AM

SGT Dave Tracy — Fri, 09 Feb 2018 11:28:30 -0500

Make frequent use of the term "Zonk!".
;-)

Okay...I'll shut up now.

HA HA HA!

Response by CSM Chuck Stafford made Feb 9 at 2018 12:40 PM

CSM Chuck Stafford — Fri, 09 Feb 2018 12:40:19 -0500

Firstly, congratulations. That said, what made you successful as a 1SG will certainly be pillars of your leadership style as a CSM. Know your boss and be on the same sheet of music with him as you work towards the BN's goals. Work with the COs and 1SGs to make the routine processes of the Army routine -- mentor the PLs and PSGs WRT leadership and the aforementioned processes -- be a presence around your Soldiers (not a nuisance).

Response by CSM Larry Miller made Feb 9 at 2018 2:36 PM

CSM Larry Miller — Fri, 09 Feb 2018 14:36:48 -0500

First, congratulations! You are the Senior Enlisted Advisor to your commander. However, your sole purpose for being is the care and welfare of your troops... not your next duty station, assignment, etc. And, yes Officers, even though they may not want to admit it, are your troops as well. CSM (R)

Response by SFC Private RallyPoint Member made Feb 9 at 2018 5:44 PM

SFC Private RallyPoint Member — Fri, 09 Feb 2018 17:44:46 -0500

mentor your subordinates down to the lowest E-5s, motivate them and enforce discipline as its the soul of the army or at least it needs to be again.

Response by LTC Jason Mackay made Feb 9 at 2018 9:09 PM

LTC Jason Mackay — Fri, 09 Feb 2018 21:09:32 -0500

I valued the relationship I had with my CSM, and we got along very well. She asked about my leadership philosophy, but I had to do it without notes. So we talked. I gave her a list of things I thought I did well and a honest list of things I suck at. I asked her to do the same so we covered down for each other.

I included her in everything. I Also delegated some things to her that she was great at....and let her go.

I guess the advice I would give is to,sit down with the Battalion Commander and figure out how he needs you to help him. Offer what you can help with. If the BC has been in command, he will be pretty clear about what he wants and expects. If you do that, at least you and the BC will be in the same page.

I also recommend getting a brief from each staff NCOIC or OIC to see what is up in the HQ. Get the same from each First Sergeant. Definitely before you start moving people around.

Response by CSM Bob Stanek made Feb 10 at 2018 12:11 PM

CSM Bob Stanek — Sat, 10 Feb 2018 12:11:47 -0500

I spent 15 years as a command sergeant major, working up to the two-star level on the Army Reserve side of the house. During my time as a senior leader (starting from 1SG to CSM, about 20 years), I collected a dozen or so documents reference the duties of the 1SG/SGM/CSM. It covered everything from the unit level up to the Division level. Once I was placed into my 3rd position as a battalion CSM, it became part of my "suite" of training documents I sent to all my subordinate and peer leaders. Some of the documents dated back to the 1960s when SGMs/CSMs were really becoming in their own. If you're interested, I can email them to you or post them on this site for sharing with others. The documents are component irrelavent, so AC, RC, Guard or Reserve. It's just great stuff for senior enlisted leaders to read and use where it best fits. So let me know if you're interested. Respectfully, Bob Stanek CSM (R)
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Response by CW3 Jeff Held made Feb 10 at 2018 9:57 PM

CW3 Jeff Held — Sat, 10 Feb 2018 21:57:36 -0500

Be firm but fair. Spend as much time with the Troops as you can - make that happen (gotta keep the 6 from growing roots into a chair bottom). Get your hands dirty while with your Troops. Don’t let any Commander do “stupid” in a “non-stupid” zone.

Expect and demand professionalism from all NCO’s. Training is HUGE. Teach them how to teach their juniors how to fight, win, and survive. Teamwork all the way, no excuses.

Response by MSG Private RallyPoint Member made Feb 11 at 2018 4:00 AM

MSG Private RallyPoint Member — Sun, 11 Feb 2018 04:00:34 -0500

Don't forget where you came from. Stay grounded.

I think troops can sense when a senior forgets his/her roots as a junior enlisted.

Advise honestly above.
Advocate passionately for those below you.

MSG Bo

Response by COL Johnny Brooks made Feb 11 at 2018 10:51 AM

COL Johnny Brooks — Sun, 11 Feb 2018 10:51:34 -0500

Sit down with the commander right away and talk. If he doesn't offer, ask what you should do and shouldn't do. For sure be the senior enlisted advisor to the battalion commander and not a lone wolf. Represent the views of the troops and assist the junior officers. The JOs need a respected voice chewing on their ear sometimes.

Response by CWO3 Private RallyPoint Member made Feb 11 at 2018 1:23 PM

CWO3 Private RallyPoint Member — Sun, 11 Feb 2018 13:23:49 -0500

Not my service or career path. I was acting Company 1st Sgt off and on while Company GySgt, but that's it. Anybody can fill in for a few days, so it's not significant. If you could find a CSM that would let you "shadow" him/her for a week or so, and your Command is supportive, that might be beneficial. You'll at least witness some of the duties, and from there write down some areas you need to focus on. I'd guess you'll get some formal training as well. In the meanwhile hit the books. Congrats and good luck.

Response by LTC John Griscom made Feb 11 at 2018 1:45 PM

LTC John Griscom — Sun, 11 Feb 2018 13:45:35 -0500

Connect with the senior NCOs in the BN. You have the experience from being a 1SG how things can be solved at the NCO level before it rises to command involvement. Keep the commander informed at an informal level so he is aware of any possible actions that may be necessary at his level.
Set an example for your personnel.
Had to evaluate a MSG who applied for the CSM at our reserve brigade HQ. He misquoted regs and showed one day with a lapel pin on his uniform instead of the ribbon. He didn't make the cut.

Good luck in your assignment.

Response by SMA Ray Chandler made Feb 12 at 2018 8:17 AM

SMA Ray Chandler — Mon, 12 Feb 2018 08:17:51 -0500

I think the first thing you should do is ask your commander what they want you to do. There should be no white space between you and your commander. You can have your disagreements but when you leave the office its all in line with your commanders priorities and focus areas. Once you figure that out, its time to reassess your strengths and weaknesses. Focus on your weaknesses (we all have them) and determine what you need to do to improve. Never forget you are no longer a 1SG, let them do their jobs and you figure out how to enable their success. Its not about friendly competition anymore its about how to make that BN the best. COL Hampton makes great points and all of them are spot on. There are no more promotions only positions of greater responsibility. So be that trusted agent and give honest advice. Don't sugar coat anything. Don't be in a hurry to check the block and move on or up. The NCO Creed is a beautiful and all encompassing document. Read it and live it. Congratulations Sergeants Major now get out there and make it happen!

Response by COL Brad Welch made Feb 15 at 2018 10:55 AM

COL Brad Welch — Thu, 15 Feb 2018 10:55:58 -0500

A lot of good advice I've seen written here. One item I have not seen is the CSM's role in reviewing ALL NCOERs in the Bn. Not as the actual Reviewer, but that set of experienced eyes that knows what right looks like, knows when something is being overly embellished, knows when something needs to be more embellished, etc.

Once the commander gets it, it should be pretty close to perfect. You don't want your boss to kick them back for things you should be mentoring your 1SGs to correct.

Response by 1SG Private RallyPoint Member made Feb 15 at 2018 11:43 AM

1SG Private RallyPoint Member — Thu, 15 Feb 2018 11:43:57 -0500

With a nine year break in service, my training regarding the role of the CSM is old school. You are the senior enlisted adviser to the commander, charged with ensuring training is conducted to standard, and charged with the welfare of all of the Soldiers in the command. Like a three legged stool, stop doing any one of these and you are a useless tool (pun intended).

One of the things that I see a lot less of these days is CSMs mentoring senior NCOs. There are two kinds of 1SGs: the ones that want everything "pretty" (rocks painted on both sides) for when the CSM comes around, and the ones that want everything clean and serviceable so the Soldiers can do the job we are training them to do. Foster the latter.

Just as the the SMA said, there are no more promotions (and no one can tell you what to do except the commander) so you should be a strong advocate for your Soldiers. They should know that you care more about their promotion and well being than your next level of responsibility. If you piss someone off taking care of Soldiers, what are they going to do...make you retire as an E-9?

Best of luck & congratulations!

Response by MSG John Duchesneau made Feb 15 at 2018 10:51 PM

MSG John Duchesneau — Thu, 15 Feb 2018 22:51:42 -0500

I was never a CSM but I feel the most fundamental job of the CSM is to be an NCO to the battalion's NCOs. Basically, if your NCOs are doing their jobs right, particularly the 1SGs and PSGTs, you should have relatively little to do. Yes, its nice to come up with new programs and bright ideas but what really matters is making sure that soldiers are cared for. This care should be provided by their NCOs and it is your job to see that it is. The other major component of the job is to set and enforce standards. As a 1SG you know you want to be left alone to run your company so stay away from the 1SGs who are doing their jobs right. When the underperforming 1SGs figure this out they will improve their performance if, for no other reason, to keep you way. You should have an NCO call once a week for E-7s and above to see how things are going. You should share your observations and concerns with them and they should with you. Good luck!

Response by CSM Bryan Tyler made Mar 8 at 2018 5:16 PM

CSM Bryan Tyler — Thu, 08 Mar 2018 17:16:22 -0500

First be the example- in all the little things, they matter. Get out of the office often go around look and just be seen, ask questions. Be the Battalion/BDE senior trainer (work with the S3) Work with all NCOs and young officers - they will make up our Army in the future.

Response by SFC Private RallyPoint Member made Mar 10 at 2018 9:05 AM

SFC Private RallyPoint Member — Sat, 10 Mar 2018 09:05:48 -0500

Congrats on your soon to be CSM spot. Would what I would say is let your 1SGs be in their Company not your office for 4-6hrs daily. Yes of course there are standard meetings and other things that go on. Back in 2000-2004 as an Artillery Soldier I would see the CMD group often if not daily at ranges or coming to the field even when we went with Infantry and Artillery didn't go. Nowadays it seems everytime some needs the CMD group they have to hangout and wait for them to finish at BN. Which leads into the Soldiers hanging out after hours waiting on notes to be passed fown the chain to them, bad morale, bad work ethic and garbage CMD Climate surveys. Even though it may not be stated that way I can guarantee that's some of the biggest contributing factors.

Response by SGT Sean Moore made Apr 28 at 2018 7:21 PM

SGT Sean Moore — Sat, 28 Apr 2018 19:21:02 -0400

Walk around your AO with an insulated cup of coffee and threaten lower enlisted to not walk with their hands pockets and stay off the grass. Do that and you’ll fit the bill perfectly.

Response by CW4 Craig Urban made Mar 22 at 2019 11:19 PM

CW4 Craig Urban — Fri, 22 Mar 2019 23:19:54 -0400

Take care of the soldiers. Counsel advise etc. Even help those young LTs.

Response by CSM Charles Hayden made Mar 22 at 2019 11:55 PM

CSM Charles Hayden — Fri, 22 Mar 2019 23:55:52 -0400

Do not be chair/office bound! You will not be able to know all of the Soldiers in the BN, but you should know most of the NCOs, their history and strong points. Do not be chair bound!

Response by CSM Private RallyPoint Member made Mar 24 at 2019 11:40 PM

CSM Private RallyPoint Member — Sun, 24 Mar 2019 23:40:50 -0400

You need to build a relationship with your CDR, you are his eyes and ears for what is going on. Are his/her orders and vision being fulfilled, if not why. You need to place an emphasis on the NCO CORPS you are key in guiding, mentoring and directing Soldiers within your scope. You and your CDR have to be on the same page, ensure you input to him is directed by Regulations, policies and procedures. Your CSM should be there to mentor you, use him and other fellow CSM’s as get guidance and direction as well as “What works and What doesn’t. “