Transitioning from Sergeant to Staff Sergeant is no joke.

2015-06-18T23:26:54-04:00

As I was promoted to Staff Sergeant I was told that I would have to lay back on the hands on work and work more as my name (Staff). Im have been bred to work in and out the crap with my guys and even do it myself. Im used to it and it doesn't bother me. I find myself getting talking to more often because im still relentless in helping my Soldiers. I still lead and communicate everything that goes on by Im not a watcher. How do I change my position and allow myself to feel good about standing back while everyone else is breaking their back without losing the respect of the Soldiers?

Response by SFC Private RallyPoint Member made Jun 18 at 2015 11:37 PM

2015-06-18T23:37:17-04:00

It's not that your not working but a lot more if your work now becomes strategic instead of up front like your used to. Reassurance helps a lot but when they see the plan come together and they begin to understand what we do they come to terms easier knowing that your not shamming out but doing more then what they see

Response by 1SG Private RallyPoint Member made Jun 18 at 2015 11:41 PM

2015-06-18T23:41:55-04:00

SSG Russell,
Every leader has there own leadership style. There is nothing wrong with geating your hands dirty with your Soldiers. The key is to find a balance of leadership style which allows you to manage all the aspects of your position and continue to supervise all aspects of the operation. I say get your hands dirty when it doesn't hinder your abilities to complete other critical leadership tasks.

Response by MSG Private RallyPoint Member made Jun 18 at 2015 11:43 PM

2015-06-18T23:43:41-04:00

You said it in your comment you lead from the front...being a SSG doesn't have to mean total disengagement in fact you may continue to build on your team and cohesion by doing so. However your role as a mentor transforms into mentoring young SGT ....Teach Coach Mentor...assist your section in conducting a lay by demonstrating to your Soldiers how it's done, then empower your SGT by allowing them to have direct influence on the mission, supervise and jump in as needed. ..by doing so you stay commuted to being handson and also fulfill your now larger role as a SSG..

Response by SSG Private RallyPoint Member made Jun 18 at 2015 11:43 PM

2015-06-18T23:43:58-04:00

I wish I could answer that question for you battle but I also am having a problem with the same transition. It's tough going that many years used to getting your hands dirty and standing in the mud with them and taking pride and preaching that but then having to sit back more now. I still do the something it's all I know and if I am scrutinized for it then so be it. We are still soldiers and I don't look down upon anyone my guys know this. I haven't really haven't posted or responded on rally point in a while but when I saw this I had to respond. Best of luck in finding what fits best, I say go with your heart man.

Response by SSG Trevor S. made Jun 18 at 2015 11:50 PM

2015-06-18T23:50:52-04:00

I found that working with my Soldiers was never a bad thing, until you look around and you are the only one not on a break. Still, you are not the direct supervisor anymore. Part of your responsibilities include developing the Junior Leaders in your charge. Part of that is stepping aside to let them be the first line supervisor and mentoring them to form them into the best SGT, CPL's. and SPC's they can be.

Response by SSG Skylur Britz made Jun 18 at 2015 11:53 PM

2015-06-18T23:53:21-04:00

I'm assuming you have a SGT or CPL under you, you need to transition to training them and trust them to lead the soldiers. I'm not saying you have to stop doing the physical work all the time, but you need to start concentrating on the duties of your position.

Response by SFC Private RallyPoint Member made Jun 18 at 2015 11:58 PM

2015-06-18T23:58:12-04:00

SSG Private RallyPoint Member There has to be a separation between you, your NCO's and the Soldiers. The Soldiers are trained from Basic to know the rank structure. You must show your NCO's that you are a leader who charges your NCO's to coach, lead, and mentor those Soldiers.

I would tell you the same thing. If you are always engaged in what the Soldiers do (meaning that you are doing the same tasks as their level) they "think" they are equal to you.

I ask you SSG, who has the vision to accomplish the Platoon's mission if the Staff Sergeant is not on the outside looking in.

While it is a great thing to "get dirty" with you Soldier's, you have to be available to train the trainer.

Welcome to the next rank. Display the next rank that you are at currently. If you are a Staff Sergeant, you work ethic should be that you can step in for the PSG and do his/her job. This is expected of the Staff Sergeant.

The challenging part of being a Staff Sergeant is, you are the fall guy for the PSG and the Sergeant.

You are the one who has more Soldiers, equipment, and influence.

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Response by CSM Charles Hayden made Jun 19 at 2015 12:40 AM

2015-06-19T00:40:50-04:00

SSG Jason Russell, Supervision is similar to ammunition, use it wisely. If you expend all of your energy/mind as 1 of the Soldiers, who will do the real supervision, planning and developing? To jump in, get a situation moving and back off to be a supervisor is a learned skill. Energy = ammo, conserve both of them for when it is really needed later!

Response by 1SG(P) Private RallyPoint Member made Jun 19 at 2015 1:25 AM

2015-06-19T01:25:07-04:00

Your job has changed, you it is now harder than you may realize, you have to prioritize which way you lead at critical moments and find the balance there are many tasks the you will be required to do that are behind the scenes that your soldiers will not always see or understand, find a mentor, use your tater to help you focus apropriatly

Response by SFC Peter Cyprian made Jun 19 at 2015 1:28 AM

2015-06-19T01:28:34-04:00

SSG Private RallyPoint Member Brother, I feel where you are coming from! Like you, I continued to be the "hands on" NCO and I never really stopped being that way. My friend and mentor told me that I made it to where I was because of my abilities (leadership and technical abilities), but there is more to it now that you have been promoted. I learned just how right he was.....

Here's what I would tell you if you worked for me- keep doing the things that made you successful but make sure you are passing the experience down and leaving room for your troops to learn and make mistakes. Don't let your eagerness to continue being "hands on" get in the way of your responsibility to supervise, teach, and mentoring your troops. I had to learn that one the hard way and it sucked.

Response by 1SG Private RallyPoint Member made Jun 19 at 2015 2:32 AM

2015-06-19T02:32:13-04:00

I have to support MSG(P) Robert Brostoski on this one and will probably be one of the few. I started in the Infantry where I think PSG was just code for stand back as work gets done, even if you don't have anything else to do. Then I came to SF where everyone works, the only time you aren't working with the team is when you have higher responsibilities. As a Team Sergeant in SF the Commander, Warrant Officer and I all do the same manual labor like build pallets, pick up brass, set up ranges, etc. Why? because if you don't you just lost a 1/4 of your labor and everything takes longer.
There is nothing wrong with breaking the norms of a SL or PSG and working with your boys, it shows them your work ethic isn't reduced by stripes and rockers. My Commander and I share an office and we both take out our own trash and sweep our own floors.

Response by SSG Mike Angelo made Jun 19 at 2015 3:09 AM

2015-06-19T03:09:39-04:00

Moving from SGT to SSG is a biggie...U r definitely not one of the troops anymore. Even if you should get busted back down to E-4...ur knowledge base and experience will be carried over for both promotion and demotion...I know this because I made E5 twice.

Mission first...people always...

When you are tasked to perform and you feel that standing back makes you feel bad or negative...You need to let it go and develop trust in ur people. Think of yourself as a coach in a football game or other sport...call the shots on the sideline and look at the bigger picture. If you r in the game, u will have blind spots...When this happens, you need to let ur NCO support chain know so that they can help or assist in providing u resources.

Response by SSG Stacy Carter made Jun 19 at 2015 4:39 AM

2015-06-19T04:39:52-04:00

During my 22 years of service I was sometimes called a terrible leader because I liked to get down in the trenches with my guys and get the job done. I never failed to do all of my other duties, but a lot of my leadership didn't like that I was so hands on with my troops. I often had to explain to the higher ups that if they would get off their high horse and get a little dirty now and again the troops would have more respect for them than they do now. I know that it is not the job of the SFC, MSG/1SG or even the SGM/CSM to be working along side of the troops, but if every once in a while they would the Soldiers that work for them will truly respect them and do just about anything for them.

Balance is the key though. Being in the trenches with the troops all the time detracts from your other duties. Make sure that you accomplish all your duties and for the most part your leadership will leave you alone. Make sure to learn the fine art of delegation. As a Staff Sergeant you have at least one Sergeant and probably a strong senior Specialist. Use them to your advantage. Give them tasks to accomplish and check up on their progress. I was given a very important piece of advice from a great friend and mentor. Train yourself out of a job. That way when you are absent you do not have to worry about things getting done the right way. Best of luck to you.

Response by SFC Kenneth Hunnell made Jun 19 at 2015 4:41 AM

2015-06-19T04:41:02-04:00

It seems to me that you are wanting to do someone else's job. Who is doing yours?
I find myself doing exactly what you are doing. Old habits are hard to break

Response by SFC Justin Rooks made Jun 19 at 2015 4:45 AM

2015-06-19T04:45:42-04:00

I have to admit there is a balance that you will have to find for yourself. You don't have to do everything with the Soldiers but it builds morale and credibility when the Soldiers see you doing some of the same things that you are asking of them. I'm not saying that you have to be on police call with them or at headcount because your duties and responsibilities are increased now. Just something as simple as maintenance on a vehicle will take you a long way.

Response by SSG Private RallyPoint Member made Jun 19 at 2015 6:13 AM

2015-06-19T06:13:10-04:00

I found it difficult to transition into a more indirect role as well. It took me requesting a censing session for my section to get the feedback I needed from a mentor to truly know what my Soldiers were thinking. It boils down to trusting and supporting your subordinate leaders. Give them the opportunity to grow and develop. As a SSG, you are now a direct leader of the SGT. Provide purpose motivation and direction. Advise your SGTs and hold them accountable for their Soldiers. Set/ articulate the standard early and do so in writing so there is little to no confusion later.

Response by SSG Paul Lanciault made Jun 19 at 2015 7:15 AM

2015-06-19T07:15:40-04:00

I have seen people climb the ladder and make comments like. "Now I don't have to do the dumb shit". That puts a wall between them and the people they want to lead. These kind of people tend to lead from behind, (push), bosses, not leaders. The mafia has bosses, the Military has leaders, their in the front, leading the team. Sometimes you have to get your hands dirty to remind yourself where you came from. When the team sees you take the time to come out of the office and DO some of the work they are doing they know you have an interest in them and what they are doing. And its not all bad.

Response by SSG John Jensen made Jun 19 at 2015 11:52 AM

2015-06-19T11:52:22-04:00

at some variety of working, tell one of your subordinates that he is in charge of the detail, and that you're part of the team, and that you're there to help him run the show - you are getting your hands dirty with the guys and training them for leadership -
and to make a big deal of what you are doing with it - start with the lowest man in the team

Response by SSG Private RallyPoint Member made Jun 19 at 2015 12:26 PM

2015-06-19T12:26:16-04:00

If you do all the work who will supervise your men an give them feedback on how to improve? Also you need to allow your team leaders to develop and have confidence in what they do this is done by being that communicator and teacher ( leadership development ).
Your going to make mistakes and want to take over as a SSG best thing todo is work and develop your team leaders and empower them. SSG RAMIREZ

Response by MSG Private RallyPoint Member made Jun 19 at 2015 1:35 PM

2015-06-19T13:35:46-04:00

SSG Russell, I am in the same boat as you. I had been a Team Leader for so long as an E-5, all I knew was to get in the dirt with my Soldiers and get the job done. Then, I get moved into the Detachment Sergeant job, still as an E-5, and I had to learn from the hip doing that job. Unfortunately, I was still trying to jump in the dirt with the troops. Then I made SSG this past February. Slowly over time I have been able to stop myself from getting dirty with them because I have learned the hard way that I now have higher level duties that I have to get done. It is a very hard habit to break, but it can be done. The best advice I can give, is put trust in your team leaders to ensure the mission you dictate gets done. You have to trust them.

Response by 1SG Private RallyPoint Member made Jun 19 at 2015 2:10 PM

2015-06-19T14:10:47-04:00

SFC Rooks and SSG Carter used a very important word...balance.

I'm not sure who told you that Staff in Staff Sergeant meant pogue manager, but that is not the case. Team Leader and Squad Leader are the two most important jobs in the Army...that's where the rubber meets the road. The difference between the two is that now you have 3-4 subordinate leaders that you must coach, mentor and supervise. That does not mean that you don't teach a class anymore, it doesn't mean that you no longer help put up the tent, etc. It means that you do more leading and you have more responsibilities (especially administrative). Now instead of having a couple of E4 evals to do, you have NCOERs to write AND ensure the E4 evals/counselings got done by your subordinates, etc.

The balance comes in where you decide the squad gets the most benefit. Are they better off doing a task while you attend to other matters, or is this the instance where an extra pair of hands makes the difference? You should have a balance of both as the mission/time dictates.

Response by SFC Private RallyPoint Member made Jun 19 at 2015 5:04 PM

2015-06-19T17:04:20-04:00

Depends on what your role as a SSG is. You could be a squad leader, section NCO, NCOIC or a platoon sergeant.

Response by SFC Dennis Yancy made Jun 19 at 2015 6:40 PM

2015-06-19T18:40:32-04:00

That happened when I got promoted to E5/E6/E7. Had to do more planning and management instead of being one of the troops. I did work alongside of them when I could.

Response by SFC Marty Thompkins made Jun 20 at 2015 4:40 AM

2015-06-20T04:40:41-04:00

I found myself doing the same when I was promoted from SGT to Staff Sergeant. I was talked to a lot by higher ups and even Senior Enlisted NCO's not even in my company cause I still got my hands dirty so-to-speak!!! But I did was build a serious relationship with my Soldiers, a working relationship, one where they knew they could approach me along with their immediate leaders. Although I work with them, they knew my position and what the rank stood for. I demanded my respect and got it. Therefore transitioning into the Senior rank (SFC), I got my hands dirty less and it was easy for me.
I don't see where you are doing anything wrong SSG. Do what you do, gain the respect of your Soldiers and be the best.
SFC Marty K. Thompkins (Ret)

Response by 1SG Scott MacGregor made Jun 22 at 2015 12:57 PM

2015-06-22T12:57:15-04:00

That is a hard transition. Your Soldiers know what a Staff Sergeant is supposed to do. As you continue to do "grunt" work you will slowly lose the respect of those Soldiers and transition to being a MM (micromanager). It's not a huge deal to do the "grunt" work as long as you show you are doing the work you have been tasked to do at the E6 level. Your Soldiers will be more confident in your leadership ability knowing you are doing your work at the level you need to be at. Allowing Soldiers to accomplish thier tasks in the way they see best as long as they are meeting intent and staying within AR, FM ect is both rewarding for you and the Soldier.

Good luck Staff Sergeant

Response by 1SG Private RallyPoint Member made Jun 22 at 2015 3:13 PM

2015-06-22T15:13:41-04:00

SSG Private RallyPoint Member You may find yourself not doing all the physical, menial tasks you will recall as a younger troop, but to show your Soldiers you still remember where you came from and are humble enough to do the same tasks you asked them to do will emblazon your leadership style in their minds and hearts. Being willing to get dirty with them builds the team. I think they will respect you more for it. I know watching my NCOs do the same task as me when I was a Private motivated me.

Response by SSG Private RallyPoint Member made Jun 22 at 2015 4:21 PM

2015-06-22T16:21:01-04:00

I am going through the same transition too. On the first couple months after my promotion, I found myself trying to be more personnel with my subordinate by having hand on in all they had to do. I found out quickly that I did not have enough time to continue with my ambition because of meetings and tasks that I had seating on my desk. So my new approach is to take care of any tasks or meetings on my schedule and if I had those days where nothing is going on (which is hardly never), I will take the time to mentor and coach by participating in hand on duties with my subordinates. The key for success for me is flexibility.

Response by SFC Private RallyPoint Member made Jun 25 at 2015 3:11 PM

2015-06-25T15:11:25-04:00

I still get my hands dirty if it doesn't interfere with my other duties. Nothing build moral like a soldier watching a SFC out there getting dirty with them. Eventually they'll be the people telling you to "relax SSG, we got this"

Response by SFC Private RallyPoint Member made Jun 25 at 2015 5:14 PM

2015-06-25T17:14:41-04:00

Hey I feel you but now as a SSG you have to learn how to balance both you have to do the supervisor coach job and hands on as well so when you get SFC you know how to do NCOER, awards manage paperwork no just your MOS

Response by MSG Private RallyPoint Member made Jun 25 at 2015 7:57 PM

2015-06-25T19:57:51-04:00

I had a 1SG that would had eaten you alive for helping the soldiers when I was younger. That's the way I was brung into the ranks. You watch and observe not do the work for your soldiers. You lose respect from your troops because they look at you as an equal. Allow them to do their job, so they can earn their promotion!

Response by SSG Sean Garcia made Jun 27 at 2015 9:00 AM

2015-06-27T09:00:26-04:00

Use it as a learning tool for your young E5s. Once you make SSG, you continue to progress in your own career and do not micromanage the subordinates. After you feel that you have molded your E5s to great leaders, this is when you take a step back and let them take charge. That's why they have team leaders. It's a system that in a perfect world should work. I had to learn to take a step back after I noticed how eager my young Sergeants were.

Response by SSG Carlos Madden made Jul 1 at 2015 9:30 PM

2015-07-01T21:30:59-04:00

From a former NCO, this is one of the better statements I've seen on RP. A lot of it depends on how well you know your soldiers and understanding the best way to communicate with them. Respect them, don't go out of your way to prove your rank. Most importantly, mentor and develop the E-4's and 5's by giving them some responsibility, your people will understand.

Response by SSG Private RallyPoint Member made Jul 7 at 2015 9:58 PM

2015-07-07T21:58:47-04:00

You are going to learn to trust your subordinates. It's something I had to learn. Luckily for me I had groomed my people to tell me to get the hell out of the way. Respectfully of course

Response by SFC Private RallyPoint Member made Jul 8 at 2015 7:47 PM

2015-07-08T19:47:26-04:00

SSG,
you can work with your soldiers by being there during prep time and teaching them. I had the same issues the further I moved up the chain. Luckily I am in the engineers where everyone regardless of rank works together. Remember everything is a 4 man lift. Thats what I used.

Response by SSG Calvin Greene made Jul 11 at 2015 11:50 PM

2015-07-11T23:50:47-04:00

SSG Russell
when it comes to leadership and making the adjustment you will combine various styles and principles of leadership in order to establish leadership that you are comfortable with. Being comfortable allowed you to supervise more effectively.

Response by 1SG(P) Private RallyPoint Member made Apr 6 at 2017 6:17 PM

2017-04-06T18:17:13-04:00

SSG,
There isn't anything wrong with assisting your Soldiers. Get in there show them then Supervise. Appoint a high-speed that you can trust to back brief you on what happen. I was the same way until a old man told me one time, he said most Employers that fail at their business is because they still think like employees. Now I know that may not mean anything right now, but just think about it for a second. Your job as a Staff is to ensure those in your care are trained, mentored and taking care of. So I say put your hand in the cookie jar every now and then but remember that you are now the Employer, not the employee.
Anthony

Response by SFC George Sease made Apr 9 at 2017 12:35 AM

2017-04-09T00:35:12-04:00

I have always tried to set the example to my platoon. I may have been the oldest In the company (56 years old) but I ran with the platoon and did PT with them. I set the pace on everyone of the 12 mile road marches and I enjoyed it. Being the PSG meant to me that I set the example. I still out did some of my platoon members on the run, push-ups and sit-ups. My platoon kept me feeling young.

Response by SP5 Jeannie Carle made May 5 at 2017 11:15 PM

2017-05-05T23:15:19-04:00

I learned transitioning from SP4 to SP5 held problems I didn't expect. I can't imagine if I'd stayed in and made SP6. As E4 in my office, I was the one everyone came to and I ended up redoing their paperwork MUCH of the time. When I made E5, everything changed. I was one of them, but not. I had my job still, but had to instruct them, as in classes - and got SO little respect, because they knew I'd "fix it". Transferring out to Camp Casey was the best thing that happened to me. Work WITH your people, SSG, but do not work FOR them. As in "doing their stuff for them" instead of requiring they do their part.

Response by MSG Private RallyPoint Member made May 25 at 2017 12:42 PM

2017-05-25T12:42:46-04:00

Who told you that? lol. As a young NCO I liked to do it all, but to be an effective leader your subordinates need to be able to do their job. They need to get their hands dirty and use some elbow grease. Don't be the NCO that tells you joes what to do while you sit in the back and smoke cigarettes BSing. You can work hand in hand with your troops but know your role is a mentor and supervisor.

Response by SSG Private RallyPoint Member made Aug 6 at 2019 5:04 AM

2019-08-06T05:04:14-04:00

That's a hard question I myself struggled with this also. It's like teaching your kid to drive a car they have to do it and your SGT s need to lead. You are responsible to lead them young SGTs and since they are leaders you have to let them do that. What I've learned to do is to once in a while when I'm not busy is I'll work in with the Soldiers and let the SGT lead, because I don't mind working either. This.allows the Soldiers to see I am a member of the team and I can evaluate the SGT s leadership potential at the same time.