Transitioning from Sergeant to Staff Sergeant is no joke.

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.

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!

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.

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

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..

SSG (Join to see) 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.

http://www.armystudyguide.com/content/army_board_study_guide_topics/nco_duties/duties-of-an-nco.shtml

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.

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.

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.

SSG (Join to see) 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.