How do I best prepare for an assignment as a First Sergeant? What is your best advice?

CSM(P) Private RallyPoint Member — Mon, 17 Aug 2015 14:06:02 -0400

I am looking for an advice, guidance, or best practices that works. I am incredibly pumped for the opportunity to be a company 1SG, but i want to equip myself as best as I can. Any input will be much appreciated.

Response by SGT Ben Keen made Aug 17 at 2015 2:09 PM

SGT Ben Keen — Mon, 17 Aug 2015 14:09:37 -0400

Congratulations on the appointment of Company First Sergeant! While I don't really have any advice to give to you, I can share what a 1SG once said to me.

He said as a First Sergeant he is only as good as his newest NCO and that he is therefore charged to not only the best voice of guidance to the commander but the best mentor and leader he can be to ensure he's success.

I guess at the end of it all, what I'm trying to say is that all of us are only as good as those around us and while we might do a great job with our primary roles, the secondary roles can be just as if not more important.

Response by MSG Private RallyPoint Member made Aug 17 at 2015 2:36 PM

MSG Private RallyPoint Member — Mon, 17 Aug 2015 14:36:32 -0400

MSG Vaillancourt,
Congratulations on your selection. I too have been selected for a First Sergeant position and am doing all I can to prepare. Having been on a battalion staff for the last 5 years, I started out by rereading "The Three Meter Zone - Common Sense Leadership for NCOs" by J. D. Pendry; a little refresher training. I also ordered "The Diamond" by CSM (Ret) Bobby Owens and "The First Sergeant - Getting Started" by Jessie Sasser (Both available on Amazon.com). They both offer a variety of pre- and post-assignment timelines and ideas for establishing a Leadership Philosophy as well as flow-charts for likely situations that a First Sergeant might encounter. I've already started looking at unit measures of performance to visualize the overall health of the unit and to arrive somewhat prepared to conduct initial counseling within 15-30 days. I'd be interested in comparing notes with you after we've both been on the job a few weeks.

Good Luck Top!

Response by SFC Private RallyPoint Member made Aug 17 at 2015 3:24 PM

SFC Private RallyPoint Member — Mon, 17 Aug 2015 15:24:05 -0400

The first thing you can do is stop looking so angry in your pucture! Second always listen to your PLs. They know everything. Look at random regulations everyday and ask questions about them in your morning meetings to assert your knowledge of all things. Never add cream or sugar to your coffee, if you do, let no one see you! And most importantly, walk through your company/troop/battery area and randomly do push ups in the presence of the lower enlisted soldiers.... This will build their confidence that you are capable of leading them into any fight!. Lol. Congratulations MSG, you made it and the fact that you are asking for advice lets me know you will be an awesome 1SG.

Response by SFC Private RallyPoint Member made Aug 17 at 2015 3:40 PM

SFC Private RallyPoint Member — Mon, 17 Aug 2015 15:40:31 -0400

No negative feelings whatsoever. Thank you for serving. Injuries, illnesses happen. Some early in their careers, some later. That feeling that you are having is natural because no one joins to be discharged early, but it happened. Hold your head up and be proud of your service to your country.

Response by SFC Private RallyPoint Member made Aug 17 at 2015 3:46 PM

SFC Private RallyPoint Member — Mon, 17 Aug 2015 15:46:09 -0400

Yes retirees deserve access to AAFES more than you...

Response by SFC Private RallyPoint Member made Aug 17 at 2015 3:48 PM

SFC Private RallyPoint Member — Mon, 17 Aug 2015 15:48:32 -0400

That can't be real! Hahahaha...

Response by SFC Private RallyPoint Member made Aug 17 at 2015 4:06 PM

SFC Private RallyPoint Member — Mon, 17 Aug 2015 16:06:26 -0400

120° Mosul, Iraq 2005

Response by SFC Private RallyPoint Member made Aug 17 at 2015 4:10 PM

SFC Private RallyPoint Member — Mon, 17 Aug 2015 16:10:23 -0400

Best to ignore people like this. She is confused or misinformed and probably lack the capacity for critical thinking. Probably haven't attempted or don't know how to look at the impact versus intent in what she is attempting to do. Better ways to get your message across than using inflammatory methods.

Response by MSG Private RallyPoint Member made Aug 17 at 2015 4:13 PM

MSG Private RallyPoint Member — Mon, 17 Aug 2015 16:13:42 -0400

Loyalty! It's gonna be an easy assignment if you and your commander mesh. It'll be a hard one if you don't. Be loyal until he puts Soldiers in danger or is way off mark. Take time to groom him/her. They look to you for advice, but never give them personal advice. Tell them that you are the NCO and they are the officer. Don't try to do his job and don't let him do yours. Finally, watch wreck it Ralph. There's a scene in the beginning where Zangieb states that he's a bad guy. It's funny. But it relates. It's not easy to be the standard bearer. You will want to put your hands in your pockets, grown long hair, gamble and drink with the boys. But don't do it. There's always someone waiting to take your place. And if you allow your armor to crack, they'll take advantage of you. There is no book on how to be a great leader. Everyone's company is different. Your CSMs will give you advice that worked for them. But times are changing. You must be able to accept change while still maintaining the standard. One more thing. pT is great. But not all great Soldiers are great at PT. Don't let a pt score be the standard for sending troops to school. As you can see, it worked for me. But I don't agree with it. Allow those who are total soldiers schools. You will see that it will pay off in the long run.

Response by SFC Private RallyPoint Member made Aug 17 at 2015 4:18 PM

SFC Private RallyPoint Member — Mon, 17 Aug 2015 16:18:58 -0400

No one cares but you, and that understandable. You have a valid profile. If you work your butt off within the limits of your profile your leaders will notice and respect that. It's only a problem, for me, if you don't attempt to get off or improve from your injury.

Response by 1SG Private RallyPoint Member made Aug 17 at 2015 4:19 PM

1SG Private RallyPoint Member — Mon, 17 Aug 2015 16:19:49 -0400

In the spirit of brevity, 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 SSgt Alex Robinson made Aug 17 at 2015 6:26 PM

SSgt Alex Robinson — Mon, 17 Aug 2015 18:26:51 -0400

Be empathetic. Get to know your troops. Open door policy. Good luck. Your troops are lucky to have someone who cares as much as you obviously do.

Response by 1SG David Lopez made Aug 17 at 2015 6:48 PM

1SG David Lopez — Mon, 17 Aug 2015 18:48:51 -0400

Congrats, you will do great. This question shows that you put a lot of thought and preperation and take this challenge as 1SG seriously to do the best. Every Company has its strengnths and weaknesses. Go into the job with a good attitude, assess your company for at least the first 30 days. Get to know the Commander, PLs, PSGs, SL's, etc. Your job is to look out for the welfare of the Company Soldiers. You know what is going on with your Soldiers/NCOs, and keep the Commander abreast if and when he needs to know. Handle business by teaching PSGs, SLs and TLs when necessary and appropriate. Most times NCOs figure it out through experince, you are there as their sounding board, a mature older adult / older Brother / Uncle / Papa Bear / Leader / Standard bearer / 1SG / Top that is always looking after the best interest and welfare of his Soldiers and NCOs. Your job is to train NCOs and set the example. Your NCOs should be providing challenging and meaningful training for your Soldiers. Your Job is to ensure this is actually happening. PT with your Soldiers/NCOs. Encourage growth and education. Please don't make your Company soldiers wait for you at the end of the day for a formation to be released. Either have the formation on time, or let them go. Nothing worse than waiting in formation for an hour, just for the 1SG to come out to say, Released. Common sense goes a long way. Company Comander plans the mission, and you make sure the NCOs and Soldiers are ready to perform. Good Luck and Enjoy, being 1SG is the best job in the Army.

Response by CSM Chuck Stafford made Aug 18 at 2015 9:44 AM

CSM Chuck Stafford — Tue, 18 Aug 2015 09:44:06 -0400

Firstly, congratulations and enjoy what's about to be the ride of a lifetime. There's a bunch of great comments here, here's my 10 cents:

1) Know your Soldiers - strengths, weaknesses, motivations, families
2) Know your mission; be cognizant of the "brandname" of your unit - You are a Subject Matter Expert of something
3) Set Big hairy audacious goals for the company and ensure your CO's goals are nested within. Constantly evolve as the company achieves. You'll have plenty of COs, but you'll be the rock
4) Make routine things routine -- Admin work shouldn't take take your time away from the soldiers. ((If you are still at Mead, get down to meet and greet the folks at MILPER on Huber Rd, they'll help with streamlining processes if you're nice :-) ))

Lastly, the NCO Creed is an absolute foundation for your job description. Have fun and lead with panache...

Response by CSM Private RallyPoint Member made Aug 18 at 2015 10:59 AM

CSM Private RallyPoint Member — Tue, 18 Aug 2015 10:59:45 -0400

Be yourself and don.t change horses in the middle of the stream, meaning do not change things that are working and do not need changing. Focus on the substandard and improve on them. Show your Soldier tough love and not a popularity contest. Counsel in private and not public and allow them to improve do not ride them for mistakes made. And never I say again never point to your Diamond or say I am the 1SG they know who you are and remember to always listen, be a good listener. Soldiers want a leader who really cares for their well being and not just say they do but demonstrated through their action. And finally remember Respect is up and down and earned not given or taken.

Response by MSG Private RallyPoint Member made Aug 18 at 2015 11:41 AM

MSG Private RallyPoint Member — Tue, 18 Aug 2015 11:41:50 -0400

Well Ken, being as where you came from and where you are going, you are going to need to adjust approach.
I think I saw someone mention it here, but I think the single most important thing for me as a 1SG was having a relationship with my commander. And, I saw the difference when I got a commander that understood command team importance. If you two can't be brutally honest with each other, then we'll, good luck.
You have to understand you ate gonna have three Classes of Soldiers. You are gonna have your Solid well rounded Soldiers, you are gonna have your profile super geeks. They barley pass the APFT, can't spell AWT, but they are SMEs in their MOS, and you are gonna have soldiers that just need to go. They tried the Army and it is clearly not for them.
You to know your SSGs and SFCs are not gonna have the skill sets you think they should for their rank. Have patience, teach them. Lean on your platoon or section sergeants, how ever you have it set up.
Don't lie to your Soldiers or commander.
You are gonna have days when you don't get it right. That is okay. Just remember to fail foward. Get up, dust off, and keep running.
Your soldiers are never gonna see everything you do for them. But they will always remember when you have them doing stupid stuff and wasting their time.
Your soldiers will want to be challenged. Challenge them physically, mentally, and tactically.
And most of all, enjoy the time...

Response by CPT Private RallyPoint Member made Aug 19 at 2015 12:04 AM

CPT Private RallyPoint Member — Wed, 19 Aug 2015 00:04:46 -0400

I dare you to do a zonk for your first PT formation. I bet they will love you after that.

Response by CPT Aaron Kletzing made Aug 19 at 2015 12:13 AM

CPT Aaron Kletzing — Wed, 19 Aug 2015 00:13:54 -0400

This is such an awesome thread. Loving these responses.

Response by 1SG Steven Stankovich made Aug 19 at 2015 6:52 AM

1SG Steven Stankovich — Wed, 19 Aug 2015 06:52:04 -0400

Congrats CSM(P) Private RallyPoint Member on your upcoming assignment. I will also be putting the Diamond back on very soon for my second stint as a 1SG. There is no better position in the Army than that of 1SG (in my humble opinion). One of the things that I remember from my first stint was taking a few weeks in the beginning to assess. Assess the procedures that are in place, assess your NCOs, your Officers, and your Soldiers. While the handover will provide you the "one over the world," there is nothing better than seeing and evaluating with your own eyes. Second, sit down with your Commander. Understand his/her philosophy and leadership style. Make sure that he/she also understands yours. In my experience, understanding each others leadership styles and "non-negotiables" are important when getting started. Third, be fair and transparent with everything. And last but not least, have fun. Good luck!!!

Response by MSG Floyd Williams made Aug 19 at 2015 8:46 AM

MSG Floyd Williams — Wed, 19 Aug 2015 08:46:20 -0400

1) Find out the company background
2) Know the strength and weaknesses of the Senior NCO's
3) Enforce training and readiness
4) NCO Meetings at least twice daily and make it clear about any complaints and problems bring a solution along with it. I can't stand a person who whines and try to dump things in your lap, teach leaders to be solution base problem solvers which they should've learn in their leadership courses.

I hope this helps just throwing a few ideas to help you along the way, I wish you well in this position.

Response by 1SG Michael Blount made Aug 19 at 2015 11:56 AM

1SG Michael Blount — Wed, 19 Aug 2015 11:56:08 -0400

MSG -
I'm making a couple of assumptions, but hear me out.
1. Start STRONG. Understand the PSGs pretty much are going to size you up from Jump Street. Impress them with your strength of character and conviction, and you've won half the battle in the first five minutes.
2. Know your people - starting with the PSGs. You don't need (or want) to know every intimate detail, but things like whether/where they've deployed, what they see as needing fixing - can help form the basis of a common operating picture. They need to know what you expect and how you plan to operate.
3. Let your people get to know you. Again, not on an intimate basis, but enough to know what you expect.
4. Lead from the front. There's nothing I hate more than some lard-ass paper-pusher sitting in a chair, ginning up Power Point slides while I'm breaking my butt. That's the wrong answer. If your Soldiers are out doing PT, you should be out-PT'ing them. Don't worry if you cant outrun them - but pushups and situps are easy, low-hanging fruit. Even at my age (I'll be 60 next month), I hit 60+ pushups and situps all the time. I believe it leaves an impression with my Soldiers and encourages them to dig deep, too.
5. Have FUN. Apart from being a Drill Sergeant, the 1SG billet is the best job the Army's got. Enjoy it, but remember -- Soldiers are the reason you're in business; NOT the other way around.

Response by CSM Eric Biggs made Aug 19 at 2015 1:46 PM

CSM Eric Biggs — Wed, 19 Aug 2015 13:46:55 -0400

Make sure you set the standard and come hell or high water ensure it is followed and enforced. Make sure your soldiers are always informed and taken care of in every way. If you do those two things your metrix numbers will be good save the 10% that no matter what will be an issue. My advice for those soldiers is to kick them out of the Army, thus not making them someone else's problem, or letting them eventually became senior leaders! Hope this helps you and good luck!

Response by 1SG Luis Davila-Quiñones made Aug 20 at 2015 12:42 AM

1SG Luis Davila-Quiñones — Thu, 20 Aug 2015 00:42:33 -0400

This is what I did, gather all my PSG in the office and enforce the unit SOP, also the commanders guidance in training, also the BN CDr directive, also clean my unit of all chapters, NCO that do not want to go to Jumpmaster school place them on orders, bring new e-5 and e-6, talk to the CSM in all changes in NCO's also change squad leaders around the Company, complete all task like NCOERs, awards, schools, and training, all this happen after 60 of evals observations, my best day to complete my admin stuff was WENSday and I give a due day and hours to submit all documents! Enforce my E5 to go to Ranger school jumpamsters and pathfinder (of course in order to do that they must score 280 and better) gather all my PL's and enforce that training is ours ( command team) not their OER bullet filler and maintain a good team from the beginning to the end, support all family matters do not leave anything behind with my paratroopers families remember they are your support in everything, be fair and impartial at all cause listen to paratroopers don't be a static listener, look at thei needs and maintain 150% motivated from the beginning to the end!

Response by 1SG Brian Adams made Aug 20 at 2015 1:30 PM

1SG Brian Adams — Thu, 20 Aug 2015 13:30:05 -0400

Be sure to do your homework on your company or battery you are on orders to report to. If you can communicate with the outgoing 1SG, that would be most helpful. It would be a good idea to go over all the enlisted personnel in the unit! See where all your Soldiers are at as far as their counseling goes. For some reason, counseling goes to the way side. Check your Soldiers award status' and or 201 file as we used to call it.
Try to communicate with your company commander if you can. This can all be accomplished via email and talking on the phone before you even show up for duty.
As far as yourself, you should have graduated from the 1SG academy or getting ready to go. Rely on your years of experience as an NCO and your instincts. Every company that I ran is different in the sense of the Soldiers and locations. What they had in common were proper records, PT cards updated, counseling updated, awards updated. Remember, health and welfare is at a premium. Good luck First Sergeant! They don't call us "Mother Hen" for nothing!

Response by CPT Private RallyPoint Member made Aug 20 at 2015 2:20 PM

CPT Private RallyPoint Member — Thu, 20 Aug 2015 14:20:30 -0400

Disclaimer: I had 3 1SGs in my tenure as Troop Commander. as a 1SG: you must know the regulations (to include Admin Stuff) you must be a SME at your MOS. You should know the METL of the Troop or Company. Soldier care is critical. But the biggest thing I would say is- the Commander relies on you for guidance and advice. Don't be afraid to speak your mind or disagree (in a tactful way) with the Commander, IF you disagree, dont just say- Sir this sucks. Instead say, Sir this sucks because of these issues and propose solutions. Most Commanders will listen to you if you use a tactful approach. If its wrong- say its wrong. If its a safety issue, SPEAK UP ASAP. As the 1SG, you work for the Soldiers in the Company but you must accomplish the mission.
In summary: Know the regulations, METL, speak up and look out for your soldiers (Soldier Care) and you will be fine.

Response by CSM Victor Angry made Aug 20 at 2015 2:23 PM

CSM Victor Angry — Thu, 20 Aug 2015 14:23:02 -0400

Have a serious conversation with yourself asking are you truly about the troops? There is a very fine line between troops "knowing" you are Top and respecting you for it, while also knowing they can come to you for anything because you've created a comfortable environment that creates this welcoming attitude. It sounds a lot like friendship but is definitely NOT! I don't mean to sound Angry when I say that (pun intended). The problem I see with Soldier/ leadership relationship now is that everybody wants to be friends which creates too much disrespect. Like I've always said: "there are no friends in the military and you don't demand respect, you command it". Feel free to email me to avoid these long rants of mine. [login to see] .
Good luck Top and enjoy the ride. It's by far the best position I've ever held in my military career.
Vic Angry
CSM (retired)
Former CSM, Army National Guard

Response by 1SG Private RallyPoint Member made Aug 20 at 2015 2:53 PM

1SG Private RallyPoint Member — Thu, 20 Aug 2015 14:53:10 -0400

Having a caring attitude helps. My troops love the fact that I care for each and every one of them from the lowest private to my most senior platoon SGT. I know all of my soldiers, their families, their pay issues, etc.

Response by LCDR Private RallyPoint Member made Aug 20 at 2015 10:14 PM

LCDR Private RallyPoint Member — Thu, 20 Aug 2015 22:14:18 -0400

Hopefully, you and the leadership will get along. But like many relationships, it will be tested. I second that opinion that if you need to disagree (if it is something not illegal), to maintain your professionalism ("to disagree without being disagreeable").

Get to know your troops while avoiding fraternization. It is a fine line. Sometimes if there needs to be disciplinary action for frequent offenders, it is helpful to have another person present during counseling. But because you can't handle it, but it avoids any allegations like he grabbed me, etc.

Response by Sgt Private RallyPoint Member made Aug 21 at 2015 4:53 AM

Sgt Private RallyPoint Member — Fri, 21 Aug 2015 04:53:51 -0400

What can I say 1st Sgt it's a1st Sgt know your Marines because eventually they will take care of you back in the rear or in country but if you care about your Marines 1st Sgt we will have your back 100%

Response by 1SG Michael Hargis made Aug 25 at 2015 4:31 PM

1SG Michael Hargis — Tue, 25 Aug 2015 16:31:58 -0400

1. You can't fix/amend all things you want in one day.
2. There's a lot of things being done right now that aren't "wrong" just different than you're used to, and if they're working let them ride.
3. Fixing small issues will snowball into fixing big issues.
4. Praise publicly, chastise privately.
5. Have a reason for doing what you're doing, not because "I said so". There's a time and a place for that (like in battle) but by giving your Soldiers some buy in (when feasible) lets them know you're not on a power trip and there's a reason behind the madness, and therefore they'll trust you in those moments you can't give them the explenation.
6. When you don't know something - don't fake the funk! Just be honest and flexible enough to learn.

Response by MAJ Ken Landgren made Aug 25 at 2015 8:27 PM

MAJ Ken Landgren — Tue, 25 Aug 2015 20:27:38 -0400

Make sure the command team is not A-A or B-B personalities.

Response by 1SG V Malicsi made Aug 30 at 2015 10:33 AM

1SG V Malicsi — Sun, 30 Aug 2015 10:33:35 -0400

It helps to have lotts of common sense. In ARs does not covered common sense.

Response by 1SG Bill Wayne made Aug 30 at 2015 6:56 PM

1SG Bill Wayne — Sun, 30 Aug 2015 18:56:10 -0400

Have Lunch with the out going NCO. Pick his Brain. Have sit down with CSM and get his vision.
1. Don't use this info to judge use it as a platform.
2. Have a sit down with each Plt Sgt individually. Get a base line.
3. Take a look at your motor pool ALONE over the weekend. It will give you a base line on discipline and attention to detail. My first unit I used some shoe tags and gave away 5 3 day passes if they were found and turned in that week. Use your judgment from there.
4. Have a meeting with each plt and find out there problems.
5. Get em to the field and evaluate the out come and shortages
Note. Your PAC and Supply folks are your support. If they are weak you will have problems.

Response by SSG Stephen Arnold made Aug 30 at 2015 8:17 PM

SSG Stephen Arnold — Sun, 30 Aug 2015 20:17:52 -0400

My last activity duty 1SG was an unexpected blessing. He came from a sister unit that was "different" and we were concerned with whether he would understand our mission sufficiently. He had high standards for his NCOs regarding supervision and knowledge of the troops. If a soldier was recommended for an Article 15, he wanted to see the counseling records and the corrective actions that had been attempted. Generally speaking, he would not proceed with taking the case to the CO unless the NCO had taken the appropriate steps to correct the problem. He set high standards for us, then supported us.

Response by SGT Private RallyPoint Member made Sep 2 at 2015 12:19 PM

SGT Private RallyPoint Member — Wed, 02 Sep 2015 12:19:12 -0400

MSG, I know you out rank me, but between Active and Reserves, I have 29 years of service. I have learned a few things that might help you. First when you start your new position, you should be hard core, strict and firm. Then back off as time passes. This way your subordinates know you can be a hard ass and will listen when you have to lock them up. If you come in soft, most subordinates laugh when you try to get lock them up. Next sit back some and watch to see which NCO's the soldiers go to for advice and guidance. These are your strong NCO's and ones that I would look for when you need to know something. I would also have a meeting with each level (PSG, SSG, SGT and lower enlisted) and find out what is broke in the unit, but inform the before hand that you don't want complaints, but they should also come with suggestions of how the unit can fix them. Also if you should be making rounds of area's where your soldiers are working on a detail or in the motor pool, pick up a wrench or do something to show the soldiers that your not afraid to get your hands dirty to help once in a while. When you talk to one of your soldiers, listen to them don't just let it go in one ear and out of the other. Just remember that not all PSG's are right all of the time. Check up to ensure that the info you pass out in your PSG meeting are getting to the lowest level. I hope some of this helps you. If you should want to contact me my email is [login to see]

Response by 1SG Patrick Sims made Sep 12 at 2015 2:55 PM

1SG Patrick Sims — Sat, 12 Sep 2015 14:55:05 -0400

Their your sons--including the officers---Think of them in that capacity----What would you do for your son.

Response by SSG Carlos Madden made Sep 18 at 2015 11:04 AM

SSG Carlos Madden — Fri, 18 Sep 2015 11:04:13 -0400

Some good advise for CSM(P) Private RallyPoint Member

Response by 1stSgt Jeff Blovat made Sep 19 at 2015 3:14 PM

1stSgt Jeff Blovat — Sat, 19 Sep 2015 15:14:25 -0400

The best thing you can do is be a good listener. keep in mind, mission comes first but the soldier/airmen/marine/sailor must be properly trained and equipped to do the job. If a military member is not emotionally/physically fit to fight, you gotta let them know. Sometimes you gotta call the baby ugly...... It always helps discussing things with other Tops. I usually did and it really helps.

Response by MSG Alfred Aguilar made Oct 16 at 2015 11:56 AM

MSG Alfred Aguilar — Fri, 16 Oct 2015 11:56:13 -0400

When I accepted an appointment as First Sergeant, my CSM asked me if I knew what the number one responsibility of a First Sergeant is. I answered, accountability. He said yes, and accountability means, if a cockroach dies in the hallway, its your fault.

Response by CPT Private RallyPoint Member made Mar 29 at 2016 10:52 AM

CPT Private RallyPoint Member — Tue, 29 Mar 2016 10:52:23 -0400

MSG, first congratulations on this next step in your career. In my humble opinion, never ever argue with the CDR in front of anyone no matter what! It causes confusion and is just not good business. I've seen it happen and it's just ugly. If you disagree, do it respectfully and take big issues behind closed doors. Next, from a PL's perspective, get to know the PL's and look to work with them but at the same time, take time to offer some mentorship (Although we're officers, we're junior officers and need solid mentoring from good NCO's) without being overbearing. Finally, seek to be one of the top people in the unit when it comes to PT. It goes a long way with the soldiers.

Response by 1SG Private RallyPoint Member made Jun 7 at 2016 7:37 PM

1SG Private RallyPoint Member — Tue, 07 Jun 2016 19:37:39 -0400

First off congratulations on earning that assignment and I'll be short and to the point.
1. Keep your Commander grounded, foster a genuine relationship, always be united unless behind closed doors.
2. Know your Unit, its Equipment, and its capability. Go to the field and evaluate, chose your KCT's based off your mission and train.
3. Be around your Soldiers as much as possible, if they are cutting grass, I'm out cutting grass, if they are washing vehicles, I'm washing vehicles. I never put myself above any work I ask them to do.
4. If you promise something to the company, deliver. They only way you build trust is by following through with your promises.
5. Make it fun, you will eat the shit sandwich, the company will look to you on how to respond, acknowledge the shit sandwich and let them watch you take the second bite with a smile on your face.
6. Look out for everyones needs to include the officers, mentor the PLs from an NCO point of view as much as possible.
7. Trust your Platoon Leadership! Listen to them.
8. MENTOR MENTOR MENTOR your Squad Leaders, they will make or break you. When I see any NCO in my CP they know automatically they are coming in the office for a chat and mentorship.
9. The most important thing I can say as that it is long hours, and you are going to deal with things that will make you want to slam your head in a wall, but you really have to sit back and enjoy your Command Experience, it is most likely the last time you will push troops so enjoy the Company and its Soldiers.

Good luck!

Response by MSG Private RallyPoint Member made Jun 8 at 2016 11:00 AM

MSG Private RallyPoint Member — Wed, 08 Jun 2016 11:00:04 -0400

My 2 cents as a guy who had a line and a HHC: Be better than competent in CAS/MEDEVAC & LOGPAC. Lead by example: wherever your soldiers are you should be (when possible). Build strong NCOs: do this by having a relevant NCODP at the company level. Gather info through conversations, events to determine weak points in your NCOs and work to improve them. Hold your NCOs accountable regardless of rank. Allow your PSGs to run their platoons while you guide and shape them and their PLs. Avoid micromanaging your people, if you set clear guidance and expectations there should not be a need to. Establish a clear line of communication with your XO and CDR. You are the voice of the enlisted soldiers in your unit, represent them in your commander's decisions but also do your best to make your commander successful. Get NCOs in place to run some of the more demanding programs that IG will inspect (typically weight control is the hardest one to keep up with, depends on the OPTEMPO of the unit). Remember that all eyes are on you to lead.

I'll close with I cared about my people, I tried to learn who they were and what they were about. Emulate the traits you saw in good leaders and be the 1SG you wanted when you were in their shoes. Being a 1SG was my last opportunity to build, influence and interact with soldiers at a personal level. Embrace and enjoy it, despite the stress of the job I really miss it.

Response by SPC Kirk Gilles made Jun 10 at 2016 7:25 PM

SPC Kirk Gilles — Fri, 10 Jun 2016 19:25:10 -0400

Soldier Care. That's it.

Response by MSG Loren Tomblin made Jul 12 at 2016 7:53 PM

MSG Loren Tomblin — Tue, 12 Jul 2016 19:53:15 -0400

That is a tough one. I was assigned as a 1SG when I was an E-7. Just remember to be impartial and get all the facts before making a decision when it comes to listening to lower ranking enlisted rumors. Never assume anything.

Response by 1SG Michael Hargis made Jul 14 at 2016 7:02 PM

1SG Michael Hargis — Thu, 14 Jul 2016 19:02:43 -0400

I like the rule of three. Meaning if there's more than three steps to a process, more than three things to put out at formation, more than three anything - two of them will be forgotten and the other three will be done half assed because everyone is stressing out trying to remember what the other two are. Everything the unit does should support SHOOT-MOVE-COMMUNICATE (did you notice the three there). Where your job is hard is associating all the BS to those three.

Response by CSM Michael Sweeney made Jul 23 at 2016 8:03 PM

CSM Michael Sweeney — Sat, 23 Jul 2016 20:03:18 -0400

I have only recently discovered RallyPoint and I see this was posted almost a year ago. You will have already discovered that you have to love soldiers and love soldiering. Don't become a First Sergeant to "Check the Block". I also found that even after 6 later years as a CSM at Battalion and Brigade levels, my favorite "job" was First Sergeant, but wouldn't have been able to stay as long as I did (29 years) if I hadn't gotten promoted.

Response by SGM Private RallyPoint Member made Aug 6 at 2016 8:14 PM

SGM Private RallyPoint Member — Sat, 06 Aug 2016 20:14:18 -0400

You have to be in tune with your Commander. If you're going one way and the Commander is going another then you will not be effective. Set a list of things that you want to get accomplished, i.e.. awards in a timely fashion, evaluations on time, recognize a Soldier of the Month or Quarter, etc. These are things that can help, but you need to know want to get out of it professionally. All units will have a mission, train for that mission with incremental steps that are increasingly more difficult. If you can accept failure from your subordinates in a way that helps them learn from their mistakes then you will be successful by building trust, confidence and overall experience.

Response by SGT Robert Wager made Oct 27 at 2019 9:48 AM

SGT Robert Wager — Sun, 27 Oct 2019 09:48:43 -0400

Be, Know, Do.

I would like to address this from the cheap seats. Everyone is talking about knowing your PSGs and senior enlisted. The fact remains that your bread and butter are the soldiers standing in your formation. Never forget that in addition to being the “Top” NCO and enforcer you should also be their chief advocate. If your Senior NCOs are willing to go to bat for them you should be willing to as well. You should be willing to fight as hard for an award or school for a soldier as you would for a chapter or NJP. Spend more time where your soldiers work than you do behind your desk.

Response by CW4 Rodney Burnett made Apr 5 at 2020 7:32 PM

CW4 Rodney Burnett — Sun, 05 Apr 2020 19:32:05 -0400

Get a labotomy.

Response by 1SG Private RallyPoint Member made Apr 5 at 2020 7:43 PM

1SG Private RallyPoint Member — Sun, 05 Apr 2020 19:43:20 -0400

You and the Commander will be as one, and the troops need to know this.

Meet with the Commander but also meet with your Platoon leadership, get to know them well because your effectiveness relies on your leadership with them, let them know you are there for them 100% but also let them know your expectations! Be consistent and treat everyone with Fairness, Dignity and Respect. Earn respect. Be the last one to finish the day, be the first one to start it.

Response by 1SG Brian Adams made Apr 5 at 2020 7:44 PM

1SG Brian Adams — Sun, 05 Apr 2020 19:44:07 -0400

I am assuming you are a SFC promotable yes? Be yourself and apply all of the NCO traits you have learned thus far. You will learn a lot at the First Sergeant school and be sure at school to cross pollinate commo with other 1SG's as far as leadership and working with your CO (normally a Captain or Major. ) Be confident and have a positive can do attitude. Remember, your entire Company or Battery is watching you....Hoooah!

Response by 1SG Private RallyPoint Member made Apr 5 at 2020 7:45 PM

1SG Private RallyPoint Member — Sun, 05 Apr 2020 19:45:28 -0400

Praise in public and correct in private, do as much as humanly possible.

Response by 1SG Private RallyPoint Member made Apr 5 at 2020 7:53 PM

1SG Private RallyPoint Member — Sun, 05 Apr 2020 19:53:06 -0400

Don’t forget that your CSM is your adviser, not your boss or in your chain of command! Your Commander and you run the unit! Anything a CSM pushes your way is something your commander must agree with, it’s your job to show value in the CSM advice to the CO. My CO’s often didn’t want to take the CSM advice, I’ve more often than not, not taken the advice of a CSM, or outright respectfully said no,(some CSM tried to use my unit outside our mission...) but most CSM will give you good advice, so learn from them, and ask them for advice but when it comes to your unit, it’s you and the Commander!
I personally asked my first CSM to mentor me.

Response by 1SG Angello Gordon made Feb 9 at 2021 1:57 AM

1SG Angello Gordon — Tue, 09 Feb 2021 01:57:43 -0500

Attend the 1SG course!