In your experience, what helps build the relationship between First Sergeants and the Command Sergeant Major?

CSM Private RallyPoint Member — Wed, 25 Dec 2019 07:21:29 -0500

Response by CSM Darieus ZaGara made Dec 25 at 2019 8:15 AM

CSM Darieus ZaGara — Wed, 25 Dec 2019 08:15:17 -0500

The CSM knows where he came from and realizes that while they have the benefit and wisdom of years of experience they have on average 5 1SGs and three or 4 MSGs who are experts in there craft and bring much of the same to the table. With that the CSM and 1SGs should meet no less than weekly as a group aside from any other groups and discuss how they will get from point A to Z while following the commanders intent. They should also meet at least once every month one on one to ensure that the development of the individual continues on their collective path. Finally the CSM should meet with Company commanders periodically and aid the Commander with their development and how they should explore the talent and experience of 1SG, it is the chain of command and the collective understanding of command intent-and the path to get their that ensures the full success of the relationships and the mission.

The training, care and development of the Soldiers are at the life blood of the existence of the units senior leadership, with that in mind you cannot fail. Read between the lines, fill in the blanks and the picture will be revealed. CSMs have what it takes to build out the core of a unit, they only need be open minded and use the collective wisdom of the organization to get their while following the the Commanders intent. Thank you for your Service. Merry Christmas.

Response by LTC Jason Mackay made Dec 25 at 2019 1:30 PM

LTC Jason Mackay — Wed, 25 Dec 2019 13:30:16 -0500

A two way street

Response by 1SG Larry E. Lance made Dec 25 at 2019 10:10 PM

1SG Larry E. Lance — Wed, 25 Dec 2019 22:10:30 -0500

First Sergeants, have one the hardest jobs in the military i.e. and this depends on the personnel,size and mission of the unit. Many, First Sergeant's are far more qualified than Command Sergeant Majors. Here is a list of positions and schools that I feel a Command Sergeant must have prior to placement into a CSM position. Section Sgt., NCOIC, School Trained Instructor, Squad leader, Platoon Sgt., Field First (Works directly for the (ISG ) and serve a minimum of 3-5 years as a Company First Sergeant. All CSM should have attended the following leadership schools. Drill Sergeant School, First Sergeant School, NCOES, NCO Academy (Equal to the 7th Army Academy) When you have company First Sergeants that Qualifies above CSM,s. This, will create a lot of friction between CSM and ISG. LAST BUT NOT LEAST...LET THE ISG DIRECT THE COMPANY BUSINESS....Don't, interfere when it is not necessary.

Response by 1SG Private RallyPoint Member made Dec 26 at 2019 9:28 AM

1SG Private RallyPoint Member — Thu, 26 Dec 2019 09:28:07 -0500

I could go deep here, but I'll try to keep it short.
1. Let me run my company.
2. Give me good guidance and facilitate staff assistance with thorny problems.
3. Keep dumbass staff distractions to a minimum. They are support for me, not the other way around.
4. Coordinate and build a quality NCOPD program.
5. Clearly communicate higher echelon training goals so I can implement them at my level and not be a rogue who does whatever. Help me help you.
6. Maintaining standards is important. Be the example. But for the love of all that is holy, don't make it all we talk about. Which shoulder SPC Snuffy's reflective belt is on while doing individual PT is simply not important.
7. Get me the support I need to destroy targets, not lip service on powerpoint slides. This has been the bane of my existence down range.
8. Recognize excellence and foster healthy competition between companies for who is the best at various training and readiness objectives. Traveling trophies, lanes competitions, Soldier of the Year, "best unit", things like that.
9. Know what it is to really listen to what is going on in the formation. Morale issues are often a function of BS from higher, not a reason for more of it. (looking at you, mandatory training)
10. There is a fine line between blame and accountability. Know the difference. One is essential, the other is toxic. We need your support to solve problems, not be on the defensive when one arises.

Response by SFC Michael Hasbun made Dec 26 at 2019 1:56 PM

SFC Michael Hasbun — Thu, 26 Dec 2019 13:56:14 -0500

1) Back and forth dialogue is important
2) Foster an understand of shared and individual priorities (CO vs BN)
3) Remembering that the 1SG works for their Commander, not you.
4) Remember that when 1SG brings his or her Troops to Task to a meeting to let you know that they just just can't suport additional tasking # 7234, he or she is not being spiteful, they're just out of bodies.
5)Be an advocate for your people. If higher echelons are asking for what simply can't be done, it's up to you to be the face of "no". Everyone want's to please the boss, but it shouldn't come at the expense of your subordinates. Nothing will cause you to lose your 1SG's respect faster than the belief that you're a yes man who isn't looking out for your people.

Response by Maj John Bell made Dec 26 at 2019 5:54 PM

Maj John Bell — Thu, 26 Dec 2019 17:54:35 -0500

Smart ass answer: A love of cigars and a disdain for 2ndLts.

Response by SGM Bill Frazer made Dec 26 at 2019 6:34 PM

SGM Bill Frazer — Thu, 26 Dec 2019 18:34:08 -0500

Truth, Honesty, Team work. A CSM may not know everything, Never discount your 1SG's- they are/should be closer to the troops than you are. Use each other's strengths!

Response by CSM Richard StCyr made Dec 30 at 2019 2:56 PM

CSM Richard StCyr — Mon, 30 Dec 2019 14:56:10 -0500

Wow, put some thought into it and everything pretty much boiled down to Open and honest communication, and being fair with distribution and allocation of resources across the board in my experience.

Response by CSM Private RallyPoint Member made Jan 16 at 2020 12:55 AM

CSM Private RallyPoint Member — Thu, 16 Jan 2020 00:55:05 -0500

Maybe I missed anyone hitting bluntness on a key point....to grow and develop 1SGs into future SGMs or CSMs....1SGs tend to have blinders of pre-occupation with their 4 Platoons....CSMs should be able to see all 20+ and give azimuth (and ego) checks to those below when (and only if) needed... give guidance & tutelage...then back off

Response by SGM Omer Dalton made Dec 30 at 2020 4:03 PM

SGM Omer Dalton — Wed, 30 Dec 2020 16:03:31 -0500

Be supportive, communicate commander objectives, help solve problems, and above all stay out of the way. I saw too many CSMs get in the way and create issues rather than solve them.