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

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.

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.

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.

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.

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!

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.

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

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.

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.

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%

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.

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.

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

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...

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.

Attend the 1SG course!

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.

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

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!

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.