How does an incoming commander deal with a weak 1SG?

2019-12-21T19:39:32-05:00

Im a senior Captain just selected for command. We will be having our Change of Command ceremony in a few short weeks, and after speaking at length with the outgoing commander, the atmosphere and morale of the unit as a whole seems to be in the toilet. One of the major issues that I can already see is the outgoing telling me how my 1SG is weak and was really only selected because of lack of options. My NCO Corps in the company seems to have no knowledge or legitimacy with the lower enlisted and it seems that all around the unit is hurting. A major blow to the company was the re-structuring of the battalion and the companies. Because of this, the company was effectively cut in half, losing its most experienced NCO's in the aftermath. How can I, as the incoming commander, effectively boost this company and get this NCO Corps, and more importantly the 1SG, back into fighting shape and prepare this unit for success in upcoming missions?

Response by LTC Wayne Brandon made Dec 21 at 2019 7:57 PM

2019-12-21T19:57:02-05:00

Cpt D K - You have your work cut out for you and it likely will be neither easy or pleasant.
You do not say in what areas he is weak or if he is simply not a leader or has no desire to lead.
Therefore I suggest you give him several simple tasks and one quite complicated and watch his behavior measuring his performance against the current leadership model to determine where he misses the mark on those points. This can also be used to either validate the opinion of your predecessor or debunk it. (Sometimes an SM will not perform well if the senior leader is toxic - although that should never be an issue with a first shirt)
Bring your training officer / XO into the conversation to learn what they have observed and when you have witnessed and heard enough, bring the matter to the SGM to get their opinion on how to best approach the problem so as to bring your FSG into compliance for retention purposes.
Somethings are considered "Sergeants Business" and are better left to the NCOs to sort out and the SGM may well tell you "Leave it to me, sir - I"ll handle it." I've known of such cases and it works reasonably well. Frankly speaking, I'm wondering where the SGM has been on this issue - perhaps he was told not to get involved and that is something to consider as well.
At any rate, it may come down to replacing him and letting the Army take care of the matter for you.
There is a great deal to consider here and I hope this will help you in one way or another.
Good luck with this.

Response by William Barry made Dec 21 at 2019 8:38 PM

2019-12-21T20:38:55-05:00

I work for the state psychiatric hospital. I was in the kitchen for five years. I now am a mental health worker on 11 to 7. I will say the hospital CEO and Foodservice director in the previous administration were miserable people. There is a new COO, CEO, and Foodservice director. Because of the change, most of the problems have vanished. He will help on the tray line or dishroom wherever needed, says hi to staff, and for the 1st time in 7 years, the kitchen has a Christmas party. The union has no issues with the Director anymore. The FSW3s, just like your 1st Sgt is weak too, and its because they were afraid of the Assistant Director. The Assistant Director hid in the office most of the time, but god help you if she came out, and you weren't doing something her way, even if it violated the Board of Health rules or Hospital Infection Control protocols.

For example, she would assign people to wash all the garbage barrels and then go to the tray line and serve dinner without any time to shower or change clothes. They came up with the idea of doing drains at 6 am then having the drain cleaner doing the pots the cooks used. I went to the infection control nurse at the end of my shift. No way was I allowing that to go on. I do understand keeping busy in a kitchen. However, tasks need to be done in the right order.

They didn't want educated staff so they could tell them anything and they would do it without question. The kitchen Management actually would look for people that were not trained in culinary at my pay grade for that reason. I was Serv Safe certified and had a certificate in buffet catering and most of an Associates in the applied science of culinary arts. So I would ask them to assign me to other chores if I was serving dinner. I outright told them I would follow serv safe or board of health rules as applicable.

Leadership is always from the top. I question that the Sgt is week. Maybe it was your predecessor. I worked in the Grafton Job Corps, right after school, and the man in charge of the kitchen was a retired mess Seargent with20 years in. He was not weak by any means. He ran it with military efficiency. I was picked to deal with the Board of Health inspection since I was fresh from school and had up to date knowledge. In the kitchen, there is a minimum staffing level of 8 FSWs and three cook 2s on days. I don't know the 2d shift. Being understaffed all thew time kills morale as everyone is always tired. I was mandated many times in the kitchen. I know it for a fact.

I also worked with a retired CSM (Command Seargent Major) from the army with 37 years in. This coworker was at a part-time job in the Deli that I had. We did things with military precision every night. The slicers were sharpened every night, and All boxes were labeled with date-time and what was in them. CSM William Pierce could do the work of 3 people, and made it look easy.

Knowing the SGTs I know, I can't imagine that they don't know their job. Maybe it was a personality issue or complete understaffing with no help from above. I'm pitching for you, but I can't catch come to mind i,e. I can't do it all.

Response by CAPT Kevin B. made Dec 21 at 2019 8:53 PM

2019-12-21T20:53:48-05:00

I heartily second LTC Wayne Brandon's Motion. Determine what your consequence management plan is. Not big homework. When you talk to the XO, your E-9 SEL, and don't forget OPS, find out where, how, and why the Skipper is driving the Command. What are the big rocks that you and your NCOs need to pay attention to etc. Find out what the upline level of support or lack of it will exist. Find out what if/then actions will be supported. One thing being a senior O-3 is you're being flicked the duty booger. That can be by design (compliment). How you deal with it will be judged. Low external overhead that results in slow but measurable improvement may be better than churning the system in the short term. You'll get a sense of what level of tolerance and amount of rope you'll have. Don't hang yourself over it. Now you probably ask, why Ops? Ops will have an ongoing judgement of where your Company hangs in the balance vs. the other companies. Whatever the negatives are, you'll want to change that mind too. Your CC peers should be willing to give you some success pointers which are consistent with the mission and Command culture. Finally, just remember the toughest jobs are first line leaders. You're second line. You must make sure your PLs are supported and their NCOs are not running over them. You can't do it by yourself. I had a senior O-3 job where I followed an Alpha Hotel. Lots of things to clean up to get people looking forward to showing up the next day. It takes time. You may think there isn't much credit in house cleaning, but good O-5 Skippers will typically have more interest in that vs. finishing something a day early. Good luck son.

Response by LTC Jason Mackay made Dec 21 at 2019 10:09 PM

2019-12-21T22:09:29-05:00

CPT Private RallyPoint Member I would pursue this route:
- sit down with the CSM and have a fact finding conversation about your 1SG and what has been going on. Do this before you take over if at all possible. Three things: if you have to relieve the 1SG, you'll need the CSM on your side. If he isn't, your going To have to work with who you have. second: there may be something you are not being told that is key to your situational understanding. Finally, if you engage with the CSM in a developmental/collaborative way, you'll likely pick up an ally and cross off your list someone you'll have to battle. It may also set the stage for the flow of the right NCOs to your formation.
- you need a long term operational goal to focus on to drive what follows. This should come from mission or mutually with the BN CDR.
- set clear, easy to understand expectations of soldiers and NCOs in your command philosophy and initial counseling. Aim for the elegance of simplicity in straight forward easy to remember things YOU believe, not that sounded good in someone else's philosophy. Do this off the bat. Brief your 1SG one on one, explain you need him on board. Then brief your officers and your 1SG off to the side. Fuse your relationship with the 1SG. How much of your 1SGs weakness is tied to crap support and being written off at the jump? If he fails, at least you gave him the benefit of the doubt. Then just brief the NCOs. Then you do a Company level roll out of these things. By doing this, you let the NCOs and Officers be in an environment to ask questions and get clarification without the rank and file there. It sets conditions so when Joe starts asking questions of the NCOs, you are all one voice.
- issue orders and intent. Give it to Officers to see through, but make it clear what things you expect NCOs to supervise and execute. Build their confidence and ability in small things and turn up the intensity, accountability, and feedback as you go. You don't walk into the gym for the first time and bench 450. You have to build leadership muscles.
- the immediate way to build credibility for NCOs is to show they care. They have to build soldiers and help them solve problems. A soldier problem that they help solve is the single best opportunity to build that trust and credibility. Opportunity for your First Sergeant is to build a NCOPD program that works on skills, knowledge, and abilities of getting soldiers to the right resources to enable them to solve their problems, and follow up, and follow up, and follow up.
- the next biggest source of NCO credibility is making them technically/tactically proficient. Your First Sergeant should be certifying them on soldier skillls and ensuring they are squared away. Checking that they know how to train soldiers in the same. Once you have a solid base of 10 level skills, start getting the NCOs proficiency at Squad, then Platoon Level. At the same time your Officers must be doing the same. Sometimes just as Officers, sometimes as a team building with their senior NCOs.
- you'll have to figure out when you start collective training and exercises. Tough and realistic training is a huge morale builder. Follow it up with disciplined AARs and recovery.
- look at taskings as an opportunity to build mission competence, planning capacity, problem solving, and NCO expertise and confidence. Give a young Sergeant a mission and some resources and have them Plan and execute. Do the same with your LTs with additional duties and larger taskings.
- Pair and officer and an NCO for all additional duty areas. Same reasoning. Even the grind of a CIP can build capability and capacity while ensuring readiness.
- focus on the METL and readiness. The BS before, was the BS before.
- what you want to build is a reputation for your company being competent, exercising disciplined initiative, and generally squared away. When your soldiers see they are more squared away than others, they'll start believing it, and morale will improve. Keep throwing challenges right on the edge of their capability so they can do it, but it will be a stretch.
- seriously get all your systems and processes to a B plus. Delegate as much as you can and spend time looking forward.
- a lot of success in company command grows directly from taking care of soldiers, building NCOs and officers worthy of being stolen by BN, doing routine stuff routinely, and being able to actually do what you say your company can do.
- unless you follow up and check on things you'll get yep'ed and nothing will change. Hold leader's feet to the fire. Follow up, schedule it on your calendar.
- Soldiers need to see you as someone who cares, but is tough, competent, practical, and takes no shit. But you have to be your authentic self. You can't play a part for 12-18 months.

Response by SPC Stewart Smith made Dec 22 at 2019 12:22 AM

2019-12-22T00:22:55-05:00

That sucks to hear. I'm curious what your 1SGs view point is.
Basically, something with teamwork. Get the company together and do some team building exercise. Make yourself the butt of some gentle jokes. It's fun. Maybe not for everyone, but most people really are positive in nature. Gotta find those negative "cancers" and weed them out. Correct that behavior. It has no place in the military life or the civilian life.
The sure fire way that always got our company moral up was a ruck march. They sucked. They were painful. They were long. But for some reason, everyone always had a good time. We all laughed and joked around, had some good gentle ribbing at the COs expense, and when we finally got back at night we slept like logs.
One thing our platoon sgt did(later our 1SG) was sound off with "What the fuuuuccckk" and everyone responded at the top of there lungs "WHAT THE FUUUUUUUUUCCCKKKK". This was fantastic moral boost. Everyone got a good laugh. From what I hear this may not "fly" anymore, but if you can get away with it, it's worth a try.

Response by MAJ Bryan Zeski made Dec 22 at 2019 12:43 AM

2019-12-22T00:43:13-05:00

Don't come into the Company with a preconceived notion about what is or isn't the problem. Take what the outgoing guy is saying with a grain of salt. He's on his way out, maybe he's had a rough time with the 1SG. But, the fact that he's leaving you with what he considers a unit that's "in the toilet", when HE is ultimately responsible for that as the Commander... well... consider the source.

Have an interview with the 1SG - one-on-one - not to find out what's wrong with him, but to get a candid view from his side of the story. When you get there, do a Command Climate survey - or, better yet, see if the outgoing Commander will do one on his way out.

DO NOT GO INTO THIS COMMAND THINKING YOU HAVE A PROBLEM TO FIX. Assess the situation once you are in the seat. Talk to your NCOs. Talk to your Soldiers. Let the outgoing Commander go in peace and look forward, not backward. You can't change what's done, but your attitude will set the tone going forward. Be positive, build your company, build your team and show your Soldiers you care about them first.

Response by CSM Darieus ZaGara made Dec 22 at 2019 6:50 AM

2019-12-22T06:50:24-05:00

This is something you cannot do on your own. First, take command assess as you have been trained to do. Put out your goals and objectives to your leaders. Watch how the Company responds you your orders. Then assess whether if not the 1SG is weak. Sometimes Commanders are poor leaders. If the Company is broke, it would indicate that the Command Team may have been weak and your predecessor has failed in his responsibilities.

If after your initial assessment you believe that the 1SG is weak, seek the council of the CSM, and the XO. If the Company is broken they should know.

It is true that a poor 1SG can have a negative affect in a unit, but he can’t break it alone. Again, ask yourself why the outgoing admits the unit is broken but points the finger in every direction but his own. Ultimately, It is the command Team that makes it breaks units, not one or the other. Thank you for your service, you got this!

Response by LTC John Griscom made Dec 22 at 2019 7:18 AM

2019-12-22T07:18:18-05:00

Had this situation happen to me. Finally put enough pressure on the 1SG and fired him.
The outgoing commander should had taken action on this and left some counseling paperwork.
Talk to the Bn CSM and see what background info and what suggestions he has.
Develop a training schedule that encompasses team building. This may point out weak areas.

Response by LtCol Robert Quinter made Dec 22 at 2019 8:10 AM

2019-12-22T08:10:33-05:00

What an opportunity! It sounds to me like you've talked with an outgoing who couldn't handle the unit. He says he lost all of his experienced (favorite?) SNCOs and as a result his unit's "atmosphere and morale" is in the toilet. If there is anything an incoming CO can impact immediately and show significant changes in a short time it is atmosphere and morale.
Yes, there are weak NCOs and SNCOs, but they are in the minority and it sounds to me that you've been sold a bill of goods by an outgoing who expected excellence to be generated from the ground up by others instead of him enabling and developing it.
My first step would be talking to the 1SG; not about the outgoing CO's opinion of him or his opinion of the old CO, but about the unit's status. I assume you'll have briefing from your senior; compare the 1SG's opinion with your senior's opinion and share appropriate portions of that briefing. Then work with him on a plan to bring your unit to where you want it.
The outgoing CO has categorized your people as the second class vestiges of a good unit. That's BS. Nothing can cause a unit to underachieve as quickly as a CO who believes and demonstrates such an attitude. Most of your people want to be proud of their unit, have the same basic training as those who were transferred out, and just need a leader who doesn't consider them second class and will give them the opportunity and leadership they need to prove their excellence.

Response by SGM Erik Marquez made Dec 22 at 2019 9:29 AM

2019-12-22T09:29:40-05:00

CPT Private RallyPoint Member Start with Trust but verify.
Perhaps the entire issue is the out going commander. so trust what he is telling you, but dont act before you verify .
Perhaps the outgoing commander is a micromanager, which of course never works, and thus the company fails, he of course blames "them" for the failure.
Perhaps the company just needs leadership, trust, empowering the NCOs and PLs with a tasks, supporting their needs in both knowledge they lack and materials needed to be successful.
My advice..... listen to everyone, change nothing going in unless its unethical, immoral or illegal.
Trust , but verify, then after personal observation make changes as needed. They may surprise you or qualify the outgoing commanders comments, either way, the plan and needed changes will clearly present themselves.

Response by CPT Aaron Kletzing made Dec 22 at 2019 10:38 AM

2019-12-22T10:38:23-05:00

I have nothing more to add beyond what others have said — but I just wanted to note that I love seeing threads like this. This is why we started RP in the first place...

Response by MAJ Ken Landgren made Dec 22 at 2019 1:34 PM

2019-12-22T13:34:13-05:00

Just some bullet thoughts:
- If he is incompetent, 1SG then he needs to be removed.
- Set the culture of the unit. As an incoming commander I thought it was an imperative to go over my command philosophy and expectations of the NCOs.
- Sometimes a stronger leader take a more active role.
- I took a very active role in building up the morale of the company, and here are some examples:
1. I arranged flights on MEDEVAC helicopters for the soldiers.
2. NCOs and I passed down restaurant gift certificates to the soldiers.
3. One time we had a 3 mile run and had how chow at the end to include TMP transportation.
4. I went to a gym and they gave me cones, flags, and a football. We played flag football on Fridays. The team who got scored on had to do push ups or sit ups, it was also good cardio.
5. Every soldier would get a caked and their birthday off.

What kind of unit are you going to command?

Response by SFC M Thomas made Dec 22 at 2019 2:17 PM

2019-12-22T14:17:08-05:00

Thank you for sharing a part of history not found in history books. Excellent share

Response by LTC Lee Bouchard made Dec 22 at 2019 2:20 PM

2019-12-22T14:20:43-05:00

CAPT. B, LTC. Brandon and LTC. MacKay have all made excellent points and good advice.
I have had to remove a CSM and a 1SG. Don't take this route if you can possibly help it.
Spending time with the CSM is a good first step. He have be aware of the situation and may be waiting to speak to you about your 1SG. when you take over your new command. I would also
get one-on-one with your 1SG. and make it a social get together Q and A. Try talking about subjects
that are not work related. See how he responds and get an idea of his reasoning and thought process. Later publish and post your Command Philosophy including your expectations of your NCO's and enlisted people. Your 1ST. can get directions from this source as well

Likely you and your 1SG. will have sit down together and talk about his performance. Be very positive
but give firm directions. Measure his performance. A good question is to ask at some point when together is: "Is there anything I can help you with or Do you need my help with anything"? If his performance has not improved over a reasonable period of time. More formal counselling may be necessary. If so, document well each session.

Take Care, good luck and have a wonderful season.

Response by SFC Casey O'Mally made Dec 22 at 2019 7:18 PM

2019-12-22T19:18:47-05:00

I spent most of my senior NCO time in staff positions or as a PSG, but I also had some fun playong 1SG here and there. A couple of thoughts from the "weak 1SG" side of things.
As that 1SG, I would ask of you to do EITHER one of two things. 1) Tell me what you want to happen and let me figure out how - but don't get mad if I don't do it "your" way (obviously, legal, moral, ethical constraints apply). OR 2) Tell me what you want to happen AND how to get it done.

When I was most successful as a PSG or as a 1SG, I had an Officer who followed that mold. When I ran into trouble, and became a less effective (I won't say inneffective) leader was when I had an Officer who wanted things done a certain way, but never communicated that. It leads to frustration, and it erodes my credibility, as my subordinates see that I (or we) have to keep re-doing tasks because they weren't "right" the first time.
I am not saying that this IS what happened between the outgoing and the 1SG, but just some food for thought.

And it is OK to specify some things and not others, 1SG should be flexible enough to accept both modes.

Once you have established 1SG's priorities, however, you need to be generous with both your support, and your feedback. If he isn't getting it done, let him know. Sometimes the problem is that he thinks he is doing great, because no one had the intestinal fortitude to tell him otherwise. A 1SG should never NEED a swift kick in the nethers to get them jump started, but sometimes it happens.

Response by SGT Chris Stephens made Dec 22 at 2019 8:39 PM

2019-12-22T20:39:05-05:00

It all starts with the commander and the type of climate they provide. I agree with the others that say take what he said with a grain of salt. I've had commanders I respected the heck out of and they held their NCOs accountable. I've seen commanders who sat back and let 1SGs do what they wanted to the point where it got too far out of hand. Your best bet is to come in and be very observant, but also get a command climate survey done. Whatever you do, make sure it can be anonymous and you can come to a conclusion as to the results.

If not there, pull soldiers of like ranks all together to have a commander's talk. Kick out all of the NCOs when you sit down with the junior enlisted. Then, sit down with all of the junior NCOs without the junior enlisted and senior NCOs. Then sit down with the senior NCOs (sans 1SG) and do the same thing.

Response by 1SG Dennis Hicks made Dec 22 at 2019 8:41 PM

2019-12-22T20:41:42-05:00

Sir, there is a great deal of good information in the posts of others on here, the sad thing is that some SRNCO's just want to wear a diamond and not be the diamond. I have replaced weak 1SG's before when commanders found out they had duds holding the job. I recommend as others have stated already, evaluate what you have after having a sit down with your 1SG and explaining your expectations and goals. Don't always take the word of the outgoing commander that what they say is golden because if its true, its their fault as well for not fixing it while they were in command. If after a period of time goes by he/she (this is 2019 as I have been told) isn't getting the job done you can look to replacing your 1SG from an outside source(Recruiting) or moving up from within even if they are not a E-8. I have seen a number of units with a SFC as the 1SG over the years. When you have a good 1SG you will know it as you two will be on the same sheet of music and mutually support each other while running a company with good morale and younger NCO's looking to be 1SG's themselves one day. There is nothing wrong with having a word or two with the BN CSM to get his take on things and to see if he is aware of the issues as he should be since its his job to mentor 1SG's. Any CSM worth his rank would have a large case of the ass at any 1SG that wasn't doing their job as it reflects upon him as well. Good Luck Sir.

Response by CSM Richard StCyr made Dec 23 at 2019 10:23 AM

2019-12-23T10:23:10-05:00

Talk to the CSM, they will or should have an idea of what is up with the 1SG and the NCO corps in the unit. Personally I didn't put much stock in folks who spoke poorly of their counter parts. I observed and made my own assessment. I especially didn't care for outgoing leaders who spoke ill of their unit; if the unit sucked or was doing poorly why didn't they fix it when they had the chance?

Restructuring plays hell with a unit, we had to stand up a new line company just before deployment and received a huge influx of PVTs and no NCO's. I sat the 1SGs down and we cross leveled NCOs throughout the unit to fill SQD LDR slots. That meant they had to give up a couple Top tier SSGs each and a couple solid SGTs each. My job was referee and making sure no one slid their problem children off on the new Commander and 1SG and throw the BS flag when ISGs got possessive. Very painful day but because everyone had input and they had to sacrifice "good NCOs" across the board there was less butt hurt and the new unit would be better able to succeed. Later down range the line units were more receptive of helping each other since not doing so would screw people they had history with ( loyalty goes two ways).

In my opinion you should take a minute and observe the unit, develop your own opinion and then attack the weak points through training. Talk to the CSM. You aren't going to relieve the 1SG, because you don't have the clout, that's usually reserved at the Brigade level as a minimum and if the BN CSM isn't backing you, that isn't happening unless the 1SG is doing something unethical or immoral. If the 1SG is weak the CSM (if they are worth a shit) is probably already working their early demise.

Response by SrA John Monette made Dec 23 at 2019 11:59 AM

2019-12-23T11:59:31-05:00

fire him

Response by LTC Private RallyPoint Member made Dec 23 at 2019 8:12 PM

2019-12-23T20:12:05-05:00

Having made the mistake of starting off on the wrong foot I’ll offer this: No one will believe you care about their perspective if you’re the one doing all the talking up front. Others have said, gain as many perspectives as you can; Officers (BN too), NCOs, and your Soldiers. But you have to really hear their problems, ask a few leading questions, probe for the cause. Don’t expect to solve the issues immediately or on your own. Once you’ve gotten all the input, bring your key leaders together and develop a course of action. Build the team that will see you through command from day one, start by listening before speaking.

Response by 1SG William Rodman made Dec 23 at 2019 10:01 PM

2019-12-23T22:01:09-05:00

Remember, the First Sergeant only serves at the pleasure of the Commander. The alternate position is Master Sergeant. If I were the new Company Commander, I'd wait and make my own decisions as to what changes needed to be made in the Company. Frankly, the issues may have resulted from the actions of the out going Commander.

Response by SFC M Thomas made Dec 24 at 2019 12:32 AM

2019-12-24T00:32:56-05:00

Sir, I will share a story with you, and although your dilemma is on a grander scale than mine was, perhaps my story might assist with some ideas.

As a new E-7, I was assigned to a section consisting of 6 soldiers who had no morale, motivation, nor did they care about their work ethic. In addition, I overheard the seniors who assigned me to these soldiers say “let’s see if this new SFC sinks or swims with them. They are all misfits on the way out.”

Initially these soldiers seemed to have no respect for me or my rank, or anyone for that matter. I met with each of them and wanted to know why they felt as they did; what did they want to get out of this assignment and also asked what I could do to help.

I understand individual sessions may be impossible given the amount of soldiers you have acquired, but perhaps having a meeting with your first sergeant, then senior enlisted and lastly your junior and lower enlisted may shed some first hand information.

Open the floor for them to speak and be honest but respectful with their concerns or grievances, while still maintaining control of the session. The restructuring may be only part of the problem.

For me, I found that one soldier wanted to go to board to E-5, but was never sent; one had 15 years and had never been considered for promotion and the others wanted to go further their education. Additionally, all wanted time off which they had not had in over 2 years.

Our section was also behind on work by about 2 because no one knew what the others job entailed. Therefore, no one could be granted time off because that section would seize to function in their absence.

I listened patiently, and when it was my turn to speak, I expressed my expectations for our office. I wanted each soldier to teach his job to one other person, which would allow for possible pass approvals; I then wanted them all to teach me their job so that I could assist where needed, as well as ensuring the section was functioning as it should.

This might help with cohesion and morale, as well as their senior ensuring they know their job.

With in 4 months of my assignment to the section, we cleared (me included) about 1 year of the 2 year backlog. We trained together, we learned together. I earned their respect as both a person and their Senior NCO. These soldiers excelled and exceeded my expectations of them and of those who called them misfits. I learned my soldiers were fractured but not broken.

Apologies for being so long winded however, my hope for you is that you too will be able to find the root of the problem in order to assist you with strengthen your soldiers morale, cohesion and pride in their work.

I wish you luck

Response by SGM Charles Twardzicki made Dec 29 at 2019 3:43 PM

2019-12-29T15:43:56-05:00

Do what is right! Hold every soldier and leader accountable for responsibilities, successes and failures. Don't tell them how to do their job, because if they fail, it was your plan that failed. Don't be afraid to jettison dead weight. For me, a motivated E-5 squad leader is better than a ROAD SSG in that slot. Develop your command team, you, XO and 1SG. The 1SG has to determine his commitment to the team. Who's in the unit area first? Who stays late? Is he developing the leaders? Troops know leaders from managers. Good luck, this is one of two opportunities that you get to be a leader at troop level. Sounds like that unit needs you.

Response by SSG Private RallyPoint Member made Dec 29 at 2019 8:11 PM

2019-12-29T20:11:09-05:00

As an NCO my advice to an incoming commander who was given that forewarning would be to evaluate for yourself. Have a sit down conversation with the 1SG. Bring your platoon leaders and then platoon sergeants in and speak with them. Talk with your Staff Sergeants separate from everyone else and have a censing session. Speak with your junior enlisted and get an idea of what they feel is going on. Have a 30 day observation period and OBSERVE and take notes. Bring your platoon leadership together at the end of that period and discuss your observations and provide some COAs that you have but give them an opportunity to develop a COA that the leadership can own. Implement and reassess.

Response by GySgt Gary Cordeiro made Jan 2 at 2020 2:19 AM

2020-01-02T02:19:33-05:00

MOS? You don’t need a 1SG. If your unit is trained for combat, they are trained 2 levels up from their position. Go with your gut instinct. If he is ineffective, relieve him and put someone else in the position. Are you combat ready?

Response by SPC Phyllis Jean made Jan 9 at 2020 6:04 PM

2020-01-09T18:04:31-05:00

In my experience, how the unit members perceive the 1SG is absolutely essential, and this alone has such a major impact on unit cohesiveness. I would recommend that an incoming unit commander conduct their own independent assessment of the situation in their first 30 or 60 days as Commander, and if they find areas in which the 1SG can reasonably improve their overall respect among the unit within 90 or 120 days, then by all means, the course of action should be pursued, but if not, then it should be the at the unit Commander’s discretion to make needed leadership changes in the NCO ranks of the unit to achieve the morale and cohesiveness that is necessary to maintain a high performing unit.

Response by CPT Don Kemp made Jan 12 at 2020 10:47 PM

2020-01-12T22:47:05-05:00

There’s the joke about a new CEO finding a letter and 3 envelopes in his desk drawer. The letter says, “Dear New CEO, When things get tough, and they will, open Envelope #1. Sure enough, a couple of years in and things are bad so he opens Envelope #1. It says “Blame your predecessor.” He does, things recover for a long stretch and they turn bad again. Remembering the envelopes, he opens #2 - it said “Reorganize”. Genius. He reorganizes and things turn around for several years until, once again, they head South. He opens the third envelope. It said “Prepare three envelopes”.

Honestly, I’d much rather take over a situation in the dumps with no where to go but up, than take over from a water walker with no where to go but down. What an incredible opportunity you’ve been given to make your mark on the lives of your organization.

Response by SPC Melanie Vancegonzalez made Jan 20 at 2020 1:31 AM

2020-01-20T01:31:48-05:00

I was only an E4 but as a leader you should take some time to learn your new 1SG and see for yourself what that person can and can't do. Same with the rest of your NCOs. That other commander may have been the problem but not able to see his/her short comings. A true leader will do the best with what they got and not blame their 1SG for the failure of the company. Who was really the weak one? The 1SG or the Commander who couldn't lead his company? As a lower enlisted my best commander was the one who took charge with a can do attitude and engaged with everyone in the company and led PT every morning. My worst commander was the one who hid in his office, only showed up for roll call at PT then left, and left it up to the NCOs to run the company.

Response by SSG Dale London made Feb 3 at 2020 8:36 AM

2020-02-03T08:36:15-05:00

This is my initial response before looking at the answers already submitted - I am speaking as a chaplain as well as an NCO. You will know all of this already but allow me to state the obvious.
1. If you're being handed a company that is "in the toilet" take everything the outgoing CO told you with a whole bucket of CYA salt. Ultimately, the 1SG, NCO's and soldiers of the unit take their lead from the Commanding Officer. If that unit is in the toilet, it is there by the old CO's doing -- full stop.
2. Everything you said about the readiness and morale of the unit indicates that you will need to take a very firm grip at the start, especially with your junior NCO's. Your senior NCO's will more than likely fall into step once they realize they have a CO who knows what he's doing. The junior NCO's may have only been NCOs under that one CO. They will probably not trust you at the outset. You need to set hard standards, meet them yourself, and be consistent in application of both correction and recognition. Be as fair as you possibly can be and be even-handed when correcting and praising. Do both. You can ease your grip over time but the standards must never drop.
3. If one does not already exist, create an open door policy and mean it. Anyone who comes to you IAW that policy needs to know that you have their back -- within the limits of custom, regulation and the UCMJ, of course. Tell your NCO's to do the same and convey to them that you expect them to resolve problems at as low a level as possible. Give them the responsibility and especially the authority to correct problems with tools like "extra training" and "voluntary" extra duty when appropriate. The UCMJ ought to be the last resort.
4. Trust your NCO's - this is something that will eventually pay huge dividends.
5. Spend as little time in your office and as much time as possible in the field with your men. Be there, be seen, be as good as you expect them to be. If your fitness is a bit low - nail that down. If you're not that good a shot, get good quick. Get the soldier's CTT manual and make sure there is not a single task in that book you cannot teach with authority and accuracy. Set the example.
6. Get your NCO's to do the heavy lifting with regard to morale, discipline and job performance. Meet with them often to set direction and goals but also to hear back from them. Have your 1SG be a gateway through the week (notwithstanding your open door) but meet with all the NCO's together at LEAST once a month.
7. If (as I suspect) your senior NCO's have been stressing hard with the last CO, make sure they each take a bit of time off within the next 6 months to reset.
8. Find ways to let everyone blow off steam. It sounds like you're taking over a pressure cooker. Do team sports for PT as often as the training schedule will allow. Have unit functions like "family day" or Company BBQ's using the MWR fund. Do training that builds team cohesion and fosters leadership while pushing them hard physically.
9. Be both a filter and a shield between your men and Battalion & higher. Give your unit reason to trust you when you say you have their backs. Have the courage of your convictions and the balls to tough out those moments when you and the BN staffers do not agree.
10. Pray that the BN CO is doing the same as you -- further deponent sayeth not.
Finally - recognise that while this may at first glance appear to be a poison chalice it is equally an opportunity for you to truly shine as an officer and soldier. Remember that a unit is only as good as the officer that leads it -- and an officer is only as good as the NCO's that support him. This has to be a team effort. Build it, lead it, mother it, and kick its butt as needed.
God bless and Good Luck.
Oops - I almost forgot: treat your junior officers the same way you treat your junior NCO's in private but in public, back them to the hilt. They and the rest of the unit need to know that those bars mean something. If you want your lieutennants to develop into good captains give them the chance to learn by doing and be there to pick them up when they fall on their faces (as they most assuredly will). You and your officers all need to be on the same page so let them know what you are doing and instruct them to immitate/emulate you. This of course means you cannot be slack in any element of soldiering because it will be picked up, transmitted and magnified hugely by your unit. Any flaw in your character will be reflected in them.

Response by SGT Kruger Jorden made Feb 19 at 2020 3:48 PM

2020-02-19T15:48:52-05:00

As a Sgt. I have had both good and bad CO's some led us into the dirt and left us that way and others fought for us and lifted our moral because we knew they stood by us no matter what happened. So if the out going says he is a poor 1st SGT it makes me wonder what type of CO he was. Like the MAJ said, talk to him and to the rest of the NCO's and see what is really going on. I am willing to bet that there is more to the story than what the outgoing the CO has told you.

Response by SMSgt Billy Cesarano made Mar 6 at 2020 7:58 AM

2020-03-06T07:58:12-05:00

Captain, the first Sgt serves you, if he's broke, fix him. Your Lt's are in command of your line troops. Be absolutely sure they are onboard. Platoon Sgt's. carry out and enforce your orders. Make sure they are clear and understanding of your goals. Your leadership is the key and you set that stage. Not knowing if you are a Med unit or Inf some basics should be followed. You'll need to be personally engaged in the proper building blocks in the smallest of details initially. Build a sound foundation. Everything you do should focus on team building until it takes off on it's own. Not knowing you I can only comment on what I see here. Morale is your indicator of how you are doing. Your toughest troops to deal with can be your greatest allies. Camaraderie, cohesion, competition and discipline should have balance. Develop your soldiers. Require they know the job before they get promoted into it. Better to have a vacancy than the wrong person in it. Work hard, play hard. Above all, listen to your troops and make your goals and rewards clearly understood and share in it. I have seen miraculous turnarounds in units I've been in and leadership was always the key. I have also seen great units torn apart by personal agenda and leaderless structure. See that the troops know where to get, read, know and follow the regulations. It keeps everyone honest and humble. Good luck!

Response by MSgt Chandos Clapper made Mar 7 at 2020 11:05 PM

2020-03-07T23:05:21-05:00

Wow, as a recited USAF MSgt, I find this embarrassing. I know none of my OICs ever thought this of me. Good luck.

Response by SGT Harry C Miller Jr made Mar 24 at 2020 4:59 AM

2020-03-24T04:59:01-04:00

Tighten him up, don't let him be a " BUTTER-CUP" under Your watch, Sir ? ! ?