Posted on Dec 21, 2019
CPT Infantry Officer
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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?
Edited >1 y ago
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MSgt Chandos Clapper
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Wow, as a recited USAF MSgt, I find this embarrassing. I know none of my OICs ever thought this of me. Good luck.
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SMSgt Billy Cesarano
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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!
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SGT Kruger Jorden
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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.
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SPC Melanie Vancegonzalez
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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.
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CPT Don Kemp
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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.
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SPC Phyllis Jean
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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.
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GySgt Gary Cordeiro
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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?
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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.
SGM Charles Twardzicki
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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.
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1SG William Rodman
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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.
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