What advice do you senior NCO’s and Officers have for a newly minted CSM? Juniors, how can I be the CSM you would kill to work for or with?

2018-05-14T15:28:51-04:00

I posted this earlier as an update, but was advised I would reach more people if I posted as a question.

Response by SGT Joseph Gunderson made May 14 at 2018 3:38 PM

2018-05-14T15:38:45-04:00

I think that it demonstrates something important that you are not only willing to ask seniors but potential subordinates. That shows that you already understand that there is always room to change and learn. Bravo CSM. I think that if you hold onto that right there you will be just fine.

Response by SSG Carlos Madden made May 14 at 2018 3:46 PM

2018-05-14T15:46:10-04:00

By posting it on the CSM group earlier you're going to get responses from other CSM's because all the RP CSM's will be notified. By posting it as an open question and tagging "CSM" you're still going to do that again (plus any other group you've tagged) but also make it easier for members to find it by browsing or searching for it in the search bar. Great question by the way.

Response by 1SG Dennis Hicks made May 14 at 2018 3:55 PM

2018-05-14T15:55:48-04:00

Skip the scheduled Lobotomy at the SMA, develop a great dislike for reflective belts and invite troops to walk on the grass even if you ambush them when they do :). On a serious note, get out and know your Senior NCO's not just when you are ripping them a new one. Sit down with your 1SG's and find out whats going on in the companies before it becomes a blotter report or a command climate survey issue. Be visible to the Junior NCO's, enlisted and officers. Support mentoring through the ranks to grow the nest generation of junior NCO's and senior NCO's. Weed out the substandard NCO's who slipped through the cracks and poison the NCO corp. Keep your boss informed on all things enlisted and seek his support. Above all be the best that you can be while still being a human being. A private shouldn't just stroll into your office and bum a cup of joe but they also should do danger area movements to avoid your door or window. Also on the side have some fun and remember to laugh sometimes.

Response by SGT David A. 'Cowboy' Groth made May 14 at 2018 4:06 PM

2018-05-14T16:06:38-04:00

Rely on your Jr. NCO's as well as your Sr.'s.

Response by SSG Warren Swan made May 14 at 2018 4:12 PM

2018-05-14T16:12:23-04:00

CSM, you made the rank. So the ‘easy’ parts done. You have the respect that comes with it, but more importantly, you stilll have to earn the respect as a man of those you’re charged with leading and taking care of. I would ask you to not forget that once you were PVT Biggs, SGT Biggs, and 1SG Biggs. You NEED to remember where you came from, how you got there, and how to bring those under you to your level. One or three of them will be your replacement. Plan for it. It’s your job. Stop the endless BS tastings and requirements. Some can’t be helped, but don’t sacrifice your soul for a lateral promotion. Is being that BDE or DIV CSM worth stomping on your subordinates? What do you want to be remembered as? E9 or CSM? I’m hoping it’s CSM. Got enough E9’s running around now.

‘No one is more professional than I....CSM it’s put up or shut up time. Walk it like you talk it now. You’ll know if you’ve made it or not. The Joes will want to perform for you out of dedication not because you had to yank their entire NCO Support chain in the office to pull rank and yell. You want them to want the mission to succeed. You’ll know right then you’ve got it right. CSM, I know...SSG STFU, make sure my vehicles are on line, chock blocks and drop pans in place, counselinga are done, and stay the fuck off my grass.

Response by LCDR Private RallyPoint Member made May 14 at 2018 4:20 PM

2018-05-14T16:20:56-04:00

Presence, Relationships, Performance, simple equation to be the best leader you can be.

https://www.rallypoint.com/command-post/leadership-and-the-prp-program

Leadership and The PRP Program | RallyPoint

PRP I gave a short discussion on this to a group of industry professionals that work primarily in the Federal Market place. This group was a lot of retired military and civil servants so the audience is similar to the people here at RP. Therefore, I felt like expounding the ideas into writing would be valuable. Many veterans will remember the Personal Reliability Program (PRP), this was a DOD program that included security, medical and...

Response by SSG Robert Perrotto made May 14 at 2018 4:21 PM

2018-05-14T16:21:56-04:00

Do not let the politics get in the way of common sense. Try not to micromanage your NCO's. The bad ones will show, and when they do, weed em out, don't just shuffle them to the 3 shop, and above all things - show the troops you care - be seen doing PT, pop into the barracks on a weekend, not to catch joe doing wrong, but to see what they are doing and shoot some breeze with them - goes a long way in making you approachable for any problems that come along and makes you seem human (even though we all know God is CSM) We all have been in units where the only time a CSM wants to see someone under the rank of SFC is for an ass chewing, mix that up, if a troop has done something that is excellent, and you catch wind of it - call him and let him know you noticed - too many times a Troop excels at something and the only recognition is on a company level, yet if he steps on his crank, its a trip to the CSM. Take care of your "Old Man" He has a lot on his plate and Luies and some Captains do not understand that he needs rest too. And for all that is holy - tell your 3 to get the damn tasking out before 1630 - nothing kills morale faster then the 1630-1645 tasking that absolutely must be done right then and there and cannot wait til the morning. Congratulations and may your troops be blessed by your leadership. Going to add one more thing concerning the 3 shop - and some NCO's are going to hate me for it - But - You want your good performing NCO's in your 3 shop - we all have to do some staff time - its why they have a battle Staff school - not all your great NCO's - But enough that the shop runs smooth - Take a few hard charging Sergeants and Staff Sergeants, and give them responsibility on a staff level - it is good for professional development to have a year of staff time, and helps them understand the big picture when they are running the TOC.

Response by MSG Private RallyPoint Member made May 14 at 2018 4:24 PM

2018-05-14T16:24:58-04:00

Know your job, a CSM is the senior enlisted Advisor to the Commander, on elisted issues. Your not directly part of the, missions planning or execution.

Response by MAJ Ken Landgren made May 14 at 2018 4:32 PM

2018-05-14T16:32:38-04:00

I had a great E-6 as a PLSG who deserved a promotion. I went to the CSM for help to promote him. Sure enough, he used his deep reach to promote him to E-7. To put it succinctly, be accessible.

Response by CAPT Kevin B. made May 14 at 2018 5:51 PM

2018-05-14T17:51:37-04:00

I'll weigh in from my former Skipper perspective. I must be totally able to rely on the SEL to help me support, improve, and make the ENL path a worthwhile thing to do and optimize my mission effectiveness while bringing everyone home alive. I must likewise be totally able to rely on my XO when it comes to the OFF community. Anything less and I must divert some of my time away from "managing Flags" and making sure I get force protection, have a good mission tasking, bend the arms of other Skippers to support, etc. So the SEL must be a rock solid go to for the NCO community who know they won't get ambushed, but helped. A good SEL tells me what I need to pay attention to. A good SEL tells me it's better to can someone vs. have a bleeding heart. A good SEL makes sure their senior NCOs are helping the OFF newbies along properly. You can see the SEL is a force integrator while seeking out the grits of sand gumming up the gears. Likewise a good Skipper needs to support the SEL. Sometimes I'd do it differently, but I honor the different style points to a point when it affects MY STYLE. I was a bit different from most by making sure my SEL and I were visible together frequently. The SEL is a critical part of the Command Team. Be that! When the important stuff gets to me and I have my shot at helping the ENL side, that shows all the effectiveness of the SEL. Be effective.

Response by 1SG Timothy Trewin made May 14 at 2018 5:54 PM

2018-05-14T17:54:53-04:00

CSM,

Honestly the biggest thing I would seek in my CSM is someone who can provide mentorship. As a SGM and to be more specific a CSM, the Army has decided that you are worthy of being at the pinnacle of the NCO ranks. There is a reason for that and that mentorship is invaluable to those trying to one day be where you are. Trust is also highly important and it goes both ways. You have to trust your subordinate, yet senior NCOs while earning their trust. SMA Dailey had a list of 10 leadership tips and they were outstanding. Following those would create subordinate leaders who will follow you to the ends of the earth and back.

Response by CMSgt Steve Pennington made May 14 at 2018 7:11 PM

2018-05-14T19:11:59-04:00

I have always believed if you follow these 4 simple rules you canl be an effective leader; 1) Play by the rules. Never be the exception. 2) Don't lie cheat or steal. Once you lose your credibility you will never regain it. 3) Lead by example. Emulate all of the qualities you admired in your leaders as you rose through the ranks. Never be guilty of those things you were critical of in others. 4) Treat people as you like to be treated. Remember, the things that aggrivate you probably bothers others too.

Response by MSG Private RallyPoint Member made May 14 at 2018 7:37 PM

2018-05-14T19:37:02-04:00

Uber Congrats on the promotion CSM Eric Biggs. I see you're at FT Douglas. What unit are you with there?

And to answer your question from a Junior perspective: All I ask of my Command Sergeants Major is that they shoot it straight with me. Be honest and upfront. Uphold the promises you made. Set the example and take care of the troops. Which, honestly, is nothing different that I expect from the Leaders at the Company Level......yours is just on a higher plane of existence.

Response by SGT Kyle Bickley made May 14 at 2018 7:41 PM

2018-05-14T19:41:54-04:00

I once served under CSM Lane. Vietnam, SF, combat veteran. We called him the black devil! Mean, professional, demanded respect. You never wanted to hear the guy address you with Mister! Generally meant your shit was weak. I asked him once why he was so hostile? A stern look, and responded " When we go, we all go together! When we come home, we are all coming home together. I'm not ever going to talk to another mother, daughter, son, father, sister, wife, and kids why you didn't come home. You fuckers will get it right! That's my job!" I personally would follow that guy to hell and back. Be tough CSM, train to perfection! CSM Lane demanded it! We feared him, but would follow him because we knew he'd bring us back!

Response by CSM Private RallyPoint Member made May 14 at 2018 7:54 PM

2018-05-14T19:54:45-04:00

Great topic. I’m in the same boat and wanna know too.

Response by SSG Dennis O'Connor made May 14 at 2018 9:05 PM

2018-05-14T21:05:03-04:00

Well CSM you've already scored brownie points just for asking for advice. That gives you a leg up on some of your peers. That being said my advice would be to be visible. In the BN/BDE area, company areas and most importantly in the field. And no not just when it's nice and sunny outside. But also in the pouring rain and freezing cold. The troops see you embrace the suck right alongside them and your stock will soar. When you visit your companies don't just talk to the 1SG but to everybody from PSGs down to privates. Get a feel for the tempo of the unit. Hope it helps

Response by SGT(P) Private RallyPoint Member made May 14 at 2018 9:06 PM

2018-05-14T21:06:22-04:00

CSM to be a great CSM all you need to do it care about your soldiers. Make them a priority not the priority but make sure they know they are on the list. All the soldiers I know of who are getting out and are disgruntled got that way because their command was not treating them fairly. Their is a huge difference between training for the mission and wasting a soldiers time. If you spend an entire week in the field and all you do is guard a tree your time is being wasted. Be involved with your unit and make sure your NCO's are doing right by their juniors if you can do that you will be a great CSM. Sadly if you go far you have to do the opposite and worry more about padding your resume then the welfare and moral of your soldiers. That's the way the game is played I see that as a SPC soon to be SGT and that's the reason I'm going Warrant where I can focus on my work and my small group of people under me I don't envy your responsibility but I admire those of your who have reached that level.

Response by SSG Jeremy Sharp made May 14 at 2018 9:21 PM

2018-05-14T21:21:53-04:00

I am sure that you will do fine if you care enough to ask. I always appreciated senior leadership that was firm, fair and consistent. If you say you are going to do something, good or bad, do it. Always take the time to praise you juniors that are doing a good job so that they will remain motivated and loyal to you. To the ones that aren't making the standard, use their deficiencies as a teachable moment in hopes that they will strive for improvement to garner your favor. To those that are constantly slackers, give 'em the boot so other, more motivated junior leaders can prosper and always try to remember that mistakes are part of the human condition so ensure that the punishment fits the crime. Good luck!

Response by SGT(P) Private RallyPoint Member made May 14 at 2018 9:40 PM

2018-05-14T21:40:39-04:00

I admire any CSM who is approachable not the type that say “you can talk to me” or “my door is always open” but the type that actually prove it. They come down to the unit and talk you one on one or in small groups. A CSM who is not afraid to leave their office. Join us for PT every once in awhile. Making sure the soldiers that live in the barracks are having everything handled maintence wise because sometimes even the 1SG doesn’t have enough pull to get stuff fixed but when a CSM goes knocking on doors to get everything handled is very admirable. Good luck on your endeavors CSM and it seems like you already have the right mind set for the job as you’re already looking to your subordinates to make the Army better.

Response by 1SG Private RallyPoint Member made May 15 at 2018 12:32 AM

2018-05-15T00:32:08-04:00

I have seen this question asked at almost every level: Advice for a new NCO, new team leader, new squad leader, new platoon or section sergeant, new First Sergeant. It is great to see that this trend continues with someone at the top of the NCO chain. The one thing I have found to be common in answers to this query at all levels is: get to know those under your leadership. Don't be a office manager.

As a career CBRN Soldier, who has never been in a chemical unit, I have typically found myself as the CBRN adviser for the command team...from Company to Brigade. Because of this, I have come to know many Sergeants Major over the years.

I remember my first CSM. I remember him because he was the type of person Soldiers would cross the street or head in a different direction or go back inside until he passed by. He did not foster comradery; he fostered fear. It's one thing to ensure that you do you best to meet standards because you have a sense of pride and espri-de-corps; quite another because you are worried that if you step outside with a lock of hair out of place you will get locked up and read the riot act. Don't be the CSM that instills fear. Remember the difference between commanding respect and demanding respect.

One of the best CSMs I ever worked under made it a personal policy to be involved with the goings on of her Battalion. She (and the LTC) would be out there every Saturday morning during motor stables PMCSing their own vehicles. If a section was conducting warrior training, she would try to attend for a little bit. She was not there to micromanage, but because she was engaged as a leader. I think part of it was she honestly hated being inside her office.

I see that you are a reserve Soldier. As you may already know from your leadership times as 1SG, MSG, and SFC, being a SNCO as a TPU Soldier will be very challenging. I don't know if you are (so called) "part time" or if you are fortunate enough to be AGR or at least DA Civilian job that you can occasionally use to put on your CSM hat, but you will likely find that this is the most challenging yet rewarding time in your career. I know how much time I spend as section leader and CBRN trainer. I can't wait to see how things are when I become a First Sergeant.

If you have not already, have a two good sit downs. One with your Commander. Make sure you understand what his or her vision is, and what the expectations are for you to help the NCOs carry out that vision. The other should be with the First Sergeants and Senior Staff NCOs. Ask for a frank reading on the climate. Try to get an idea of what they expect as well as lay down the standards you expect.
Congratulations. I hope to be joining you in a few years.

Response by COL Private RallyPoint Member made May 15 at 2018 2:12 AM

2018-05-15T02:12:00-04:00

CSM Eric Biggs, congrats. From the former battalion commander's position, my Command Sergeant Major was an extension of myself. It's up to you and your BN CDR to find what works. I preferred not to be in the same place with my CSM if we could help it. Two schools of thought here. The more popular one is that the CSM and the BN CDR are always seen together. United front kind of thing. To me that doesn't work and wastes time. I wanted my CSM to be a directed telescope. I wanted the two of us to be able to cover twice as much ground with the same voice. Whatever he said...came from me. We'd square it up in the morning or in the afternoon. One mind, two efforts. I want a CSM that can provide ideas and run with them to completion. He has to own internal logistics in coordination with the S4 and S1. He has to balance his actions with the S3 and the XO. He is another one of my field grade officers, like it or not. That's the level he needs to be operating on. If I wanted someone to just execute, I could go find a high speed corporal. He'd work just fine. I need a CSM that is a thinker and a visionary for what the BN could be if we did X or Y. Then I need him to plan it, coordinate with the S3 to make it into an order, work with the 1SG's and PS's to make it reality and then follow through on evaluation and improvement. He has to be inspirational as well. The whole package. I find that CSM's are just like chaplains in a way. They are either outstanding or they are horrible. There is never an in-between.

Response by MAJ Private RallyPoint Member made May 15 at 2018 6:58 AM

2018-05-15T06:58:53-04:00

CSM Eric Biggs, great question and I want to applaud you for asking. Some SGM/CSM I have worked with believe “I’ve made it! Nothing more to learn!” I appreciate your approach. Having been a Senior NCO (SFC) and a past Company Commander, the best CSMs I worked with were great relationship builders. They developed relationships with other BN and BDE CSM, so when the unit needed something they could extend their influence and get that support. When I was a CO CDR, I had a BN CSM who took his counseling from the BN CDR very seriously. The BC told him to develop a relationship with the CO CDRs. This was great advise, just like a 1SG with PLs, the CSM has the ear of the BN/BDE CDR. So for a CO CDR we could speak with the CSM and ask him what the old man was thinking without having to go VFR direct to the CDR. This was great because it was non-retributional and gave us insight into how we could best support the CDR. This also allowed the CSM to coach and help develop the CO CDRs, thereby supporting the BN CDRs intent. Lastly, I would say really reflect on how your leadership and orders can affect a unit. I get tired of the “hey you” meetings my CSM has with the Sr. NCOs. There is nothing worse than your NCOIC or 1SG disappearing for 2-3 hours so they can sit in a CSM meeting. Especially when nothing comes from it, just that their time has been eaten and now the Officers have to do the work. There were a few times I had to remind my 1SG and NCOIC that I was their Rater not the CSM and I had pretty good sway with the BN CDR when it came to Senior Rater comments. As the CSM you have a great deal of influence and that can be used for good or evil. Think twice about what you say and how you act, everyone (including officers) look to the CSM as the standard bearer when comes to being a Soldier. That’s just my two cents. Good luck CSM and enjoy the ride!

Response by LTC Eugene Chu made May 15 at 2018 8:26 AM

2018-05-15T08:26:21-04:00

Congrats on making Command Sergeant Major!
My advice as a prior-enlisted officer with active and reserve experience...

Ensure empowerment of good NCOs and marginalization of bad NCOs. Officers rightfully get taught to listen and trust their senior enlisted. Some NCOs make life better and ensure mission success. Other NCOs mismanage or hurt mission progress. Make sure the right ones are in the right place...

Set the example with personal behavior. In Korea, I remember a Brigade Command Sergeant Major who loved to party in the village outside our base. Although he did not break curfew threshold, he arrived at the gate visibly drunk with only seconds to spare before gate closure. Although misconduct involves all ranks, it is something both senior NCOs and officers need to be more cognizant of.

Response by CPT Aaron Kletzing made May 15 at 2018 11:24 AM

2018-05-15T11:24:18-04:00

Congrats on your promotion. What an accomplishment!

Response by SFC Private RallyPoint Member made May 15 at 2018 12:35 PM

2018-05-15T12:35:52-04:00

CSM,
I have served as a Division Equal Opportunity Advisor for the past 23 months. I can tell you that most of the complaints brought to our office did not have anything to do with racism or discrimination, but were simple leadership issues that could have been handled at the platoon or company level, to say the least. Today’s NCOs have been innately trained to lead Soldiers to seek, close with, and destroy the enemy- and rightfully so. Unfortunately, the art of executing the Army’s 7 Steps to Problem Solving have been forgotten. But in order to take care of Soldier issues and maintain combat readiness, leaders must be approachable and gain the trust of their subordinates through word and deed, for their Soldiers to bring their issues to them for assistance. I had the privilege to serve under SMA Daily as my Brigade CSM, and I promise you that he lived by these tips every day, through word and deed.

https://www.armytimes.com/news/your-army/2015/11/23/sma-dailey-s-top-10-leadership-tips-for-sergeants-major/

Dailey's top 10, in his own words:

No. 1. Yelling doesn't make you skinny. PT does.

If you're not out there saluting the flag every morning at 6:30, you can automatically assume your soldiers are not. Soldiers don't care if you're in first place. They just want to see you out there. This is a team sport.

PT might not be the most important thing you do that day, but it is the most important thing you do every day in the United States Army. The bottom line is, wars are won between 6:30 and 9.

No. 2. Think about what you're going to say before you say it.

I've never regretted taking the distinct opportunity to keep my mouth shut.
You're the sergeant major. People are going to listen to you.
By all means, if you have something important or something informative to add to the discussion, then say it. But don't just talk so people can hear you. For goodness sake, you're embarrassing the rest of us. Sit down and listen. Sometimes you might just learn something.

No. 3. If you find yourself having to remind everyone all of the time that you're the sergeant major and you're in charge, you're probably not.

That one's pretty self-explanatory.

No. 4.You have to work very hard at being more informed and less emotional.

Sergeants major, I’ll put it in simple terms: Nobody likes a dumb loudmouth. They don’t.
Take the time to do the research. Learn how to be brief. Listen to people, and give everyone the time of day. Everyone makes mistakes, even sergeants major, and you will make less of them if you have time to be more informed.

No. 5.If you can't have fun every day, then you need to go home.

You are the morale officer. You don't have to be everyone's friend, but you do have to be positive all the time. The sergeant major is the one everyone looks to when it's cold, when it's hot, when it's raining, or things are just going south. Your job is to keep the unit together.

That's why you're there. The first place they will look when things go bad is you, and they will watch your reaction.

No. 6. Don't be the feared leader. It doesn't work.

If soldiers run the other way when you show up, that's absolutely not cool. Most leaders who yell all the time, they're in fact hiding behind their inability to effectively lead.

Soldiers and leaders should be seeking you, looking for your guidance, asking you to be their mentors on their Army career track, not posting jokes about you on the 'Dufflebag blog'. That's not cool. Funny, but it's not cool.

No. 7. Don't do anything — and I mean anything — negative over e-mail.

You have to call them. Go see them in person. E-mail’s just a tool. It’s not a substitute for leadership. It’s also permanent.

You’ve all heard it. Once you hit ‘send,’ it’s official, and you can never bring it back. Automatically assume that whatever you write on e-mail will be on the cover of the Army Times and all over Facebook by the end of the week. Trust me, I know this personally.

No. 8. It's OK to be nervous. All of us are.

This happens to be my favorite. It came from my mother. My mom always used to tell me that if you're not nervous on the first day of school, then you're either not telling the truth, you either don't care, or you're just plain stupid. [Being nervous] makes you try harder. That's what makes you care more.

Once that feeling is gone, once you feel like you have everything figured out, it's time to go home, because the care stops.

Don't do this alone. You need a battle buddy. You need someone you can call, a mentor you can confide in. Don't make the same mistakes someone else has made. Those are the dumb mistakes. Don't do this alone.

No. 9. If your own justification for being an expert in everything you do is your 28 years of military experience, then it's time to fill out your 4187 [form requesting personnel action] and end your military experience.

Not everything gets better with age, sergeants major. You have to work at it every day. Remember, you are the walking textbook. You are the information portal. Take the time to keep yourself relevant.

No. 10. Never forget that you're just a soldier.

That's all you are. No better than any other, but just one of them. You may get paid a little more, but when the time comes, your job is to treat them all fair, take care of them as if they were your own children, and expect no more from them of that of which you expect from yourself.

SMA Dailey's top 10 leadership tips for sergeants major

Sergeant Major of the Army Daniel A.Dailey doesn’t pull any punches when he’s talking to his fellow senior noncommissioned officers.

Response by MSG James Douglas made May 15 at 2018 1:07 PM

2018-05-15T13:07:00-04:00

Always and I say ALWAYS be there for your Soldiers. Ensure that they understand that you will be hard but fair at the same time. Entrust in your 1SG's as you entrusted in your CSM at one point. The one thing I regret about my time in uniform is not attending the USASMA. Just knowing that your asking this question on open forum says a lot about your character! 1SG Dennis Hicks (R) respond to your question, pretty much sums it all up!!

"Scouts Out"

Response by SSG Wayne Wood made May 17 at 2018 11:43 AM

2018-05-17T11:43:45-04:00

I'm going to try this again; I just discovered my original post was cut short so am editing to finish my thoughts (I hope).

My career was cut short due to service-connected injuries so I never rose as high as I hoped. But I hope my input helps anyway. I will give you a couple prime examples of things I saw CSMs do I felt were the types of things to avoid:

1) Please, never humiliate your junior NCOs in front of their troops. I remember our DivArty CSM having a PFC correct his Sergeant (E-5) during a Class A inspection. Granted, the young NCO should have known how to wear his uniform - in spite of how rarely we wore our dress uniforms back then - but IMO the CSM's actions were unnecessary and eroded the young NCO's respect with his troops. He should have made the correction himself - after all HE was supposed to be doing the inspecting.

2) On-the-spot corrections. Every NCO's responsibility. Gee, as an E-4 one time I was in Spring Lake, NC when I saw three NG/Reserve NCOs getting out of their car in Class B's without cover. I thought quickly (after all, the lowest ranking one was an E-7) and approached them advising them the Courtesy Patrol made frequent sweeps of the area and they didn't want to be caught uncovered. The guys flushed, kind of angry at my gall, then thought about it, thanked me and went back to their car to get their hats.

Diplomacy.

Anyway, we had a battalion CSM who had a habit of seeing something out of line and instead of correcting it himself on the spot, would call a troop's First Sergeant on him. Maybe it was his way of respecting the chain of command, I don't know; but I know of times if he had talked to the troop himself it could have been straightened out - if the troop was wrong - THEN contact the First Sergeant.

Case in point - one time after we had been in the field for two weeks I passed the CSM during lunch. We had been in the field some two weeks and it was lunch; I was heading to the barbershop to get a much-needed haircut. After I finished I ran into my First Sergeant - he said, "Oh Sergeant Wood -" he stopped, "Oh, I see, you already got one."

"What, Top?"

"A haircut."

"Yes, I just got back from the barbershop. What's wrong?"

Top looked at me and sighed, "CSM ----- called me a few minutes ago and told me you needed a haircut."

I kind of smiled, "I DID need a haircut. I was on my way to the barbershop when I saw him." My question, perhaps unreasonable, was why didn't the CSM say something when he saw me so I could explain, particularly when he had to know my battery had just returned from an extended trip to the boonies. We had all gotten "high and tights" but I still needed a trim and was doing that when he encountered me - it kind of rankled and insulted me he thought I would go ragged like that. Maybe it's my issue - but I believed then and even later when I went in to teaching to show respect to those under my authority by addressing issues directly.

I guess it all boils down to respect. Demanding (and earning) it and giving it - even to those under one's authority. I served under many CSMs in my time and most of them commanded and earned my utmost loyalty and respect. Those two individuals - I respected their rank and position, but could never respect personally because of incidents like these and I could recount many more similar incidents with these two, but this is running long.

There IS a difference between respecting your troops and being soft; sometimes I think the greatest respect one CAN show your subordinates is demanding excellence from them because it shows you believe they are capable of achieving it. JMO.

Response by LTC Private RallyPoint Member made May 17 at 2018 1:19 PM

2018-05-17T13:19:55-04:00

CSM Eric Biggs first off congratulations on being selected to be a CSM. My expectations for CSMs is to keep their Commander, regardless of rank, up-to-date on their enlisted issues that cannot be addressed at lower ranks and working the issues and solving the ones that can be resolved without the Commander being involved. Some situational awareness of what you solved may help the Commander have some insight of the workings of their units and may show a trend of what is going on and may have impact on the overall organization.

I expect the CSM to not only advise the Commander but to help the Deputy Commander/Executive Officer as needed within your "lane". Many officers have not been prior service and may not consider some things that you do and provide that input may help provide a better tasking or smooth execution of an order.

Lastly, I expect you to provide the overall mentorship of the CSMs or 1SGs within your organization. If mentorship and professional development does not occur at the highest levels then it generally will not trickle down to the E5s, etc. Be a good example and ensure that your subordinates are ready and trained to do their job but also be groomed to take your position in the future.

Response by SPC Private RallyPoint Member made May 18 at 2018 4:29 PM

2018-05-18T16:29:45-04:00

Honestly literally just walking through the AO and showing face would do wonders for morale and relations. Do it all the time. Walk through on your way somewhere even just to say hi to the soldiers.

Response by MAJ Timothy Hyink made May 24 at 2018 1:20 PM

2018-05-24T13:20:15-04:00

Make sure the junior officers are trained to be ready. Guidance is a must for them.

Response by SFC Private RallyPoint Member made May 30 at 2018 8:25 AM

2018-05-30T08:25:18-04:00

Read Developing The Leaders Around You by John C. Maxwell.

Response by CSM Andrew Perrault made Jun 3 at 2018 8:50 AM

2018-06-03T08:50:37-04:00

Class 39 here, learned a few things there.....didn't use any of it. First you must of done a lot of things right or you wouldn't of become a CSM, so keep doing the things that got you there. You have to sit down with your commander and talk as to what their priorities are and this will determine your focus. have focus groups with SPC and below then SGT/SSG, SFC and then the 1SG's. Go to each company and sit down with the commander and talk issues. Sit down with the staff be it NCO and officer know their concerns. Review every award and NCOER. Be where the Soldiers are don't get stuck behind the desk running e-mail. Do PT with a company each week, run with your Commander best time to catch up and refocus. At the end of the day chat with the Commander. Create an atmosphere that Soldiers can come to you with concerns etc....but should use chain of command. Make NCO's do their jobs way too many times have I seen NCO's recommend summarized/company grade article 15's when then issue could of been handled by the NCO chain doing some "old School" corrective action. I could go on and on.....lastly care and have compassion....

Response by SFC Tom Mallon made Jun 4 at 2018 6:41 PM

2018-06-04T18:41:58-04:00

It's only been 14 years since I wore the uniform, but if you have to ask this question upon pinning on the 9, perhaps you're not quite ready. Unless they're now so desperate for senior NCO's that they're making SGM's with less than 15-20 years of service, just asking this question should disqualify you from taking the position!

To answer the question your job is to ENFORCE THE STANDARDS. Back your NCO's and give them every reason to expect that when they do enforce them you, as the senior NCO in th BN will back them 100%. Support is what they need and honest enforcement and support will get them to follow you every time.

Response by SGT Private RallyPoint Member made Jun 8 at 2018 1:57 AM

2018-06-08T01:57:15-04:00

CSM Eric Biggs first, congratulations, well done. Making it to Sergeant Major is no joke.

Ok, enough of the back patting. If an extra $.02 counts, it would be to first, remain humble. You made it to the top. You know it, and your joes do, also. But don’t let it go to your head though. If all the other 1SGs weren’t laughing at your jokes last month, but they are this month...well you probably didn’t magically get funnier. They’ll probably laugh from now on, but as long as you realize you’re still only as funny as you were last month, that’s whats important.

Second, the CSM that I worked for for whom I would most willingly run through a pricker bush that was on fire had thing where maybe once or twice a week, he’d visit down to individual shops and sections. On those visits, he’d always find a junior enlisted or junior NCO, specifically from an MOS he wasn’t particularly familiar with. And very earnestly, and not as a photo op or anything, he’d have that soldier or NCO teach him something about their job. He’d give an honest 20 minutes, taking notes, learning from the hands on experts that he relied on to make his Division run every day.
It was generally unannounced, and he’d come alone. He didn’t do it to brag, or show off to his boss or peers. He genuinely understood that he didn’t know everything about what made his clock tick. And he genuinely empowered his soldiers to teach him so that he could ensure the clock ticked a little smoother and never stopped ticking.

He had a lot of great leadership traits, but those are the ones that I would recommend, first and foremost. Again, congratulations, and best of luck to you, brother.

Response by CPT William Fahey made Jun 11 at 2018 5:13 PM

2018-06-11T17:13:25-04:00

CSM, I've seen all the responses you got and the vast majority are good recommendations. I would add one.... I served a long time ago and was lucky to have had good training and advice before I was commissioned in '69. So I started with a good understanding of the chain of command and did not suffer the abuse that too many brand new 2LT's suffered from NCO's. I even had a CSM forget how to behave in dealing with a 2LT, shocked him by making him stand at attention when he leaned on my desk with his bare hands and forgot to call me sir as he began a tirade about an admin issue. He thanked me later for reminding him how important respect is. I would encourage you to talk to the junior officers in your unit. Find a good way to let them know what your job is and craft a creative way to acknowledge there will be some times that the young officer is not treated as he/she should be by the non-commissioned ranks. Maybe you remind them part of your job is to assure that NCO's don't forget that respect and how to address it in their units. Hope you took this the right way and certainly am proud of your promotion and grateful for your service.

Response by SGM Private RallyPoint Member made Jun 12 at 2018 12:46 PM

2018-06-12T12:46:41-04:00

Understand your role, and understand others' perception of CSMs.

The role:
Ask almost anyone in your BN what the CSM's job is, half of them will give you one part of the book answer, a few will give you both.
The textbook definition of the job is "carry out policies and standards, and advise the commander on the performance, training, appearance, and conduct of enlisted Soldiers." And that is the most visible part of the job, but the job is so much more than that. Some BCs lean on their CSM to execute everything put out. Some relegate the CSM to just enlisted issues. Getting to the middle ground will require routine discussions. The more you talk, the more you know how the BC thinks and the closer you two get to being the "one voice" that makes for successful command teams.
There is also a staff around you full of officers that may still be learning their staff role and all still need to develop for their next command. You don't know everything, but you have seen a plenty of what worked and what didn't on your way to this job. They have barely seen a few slices of it, so any wisdom you can impart on them in 5 minute chats will save them the trouble of learning it the hard way if they listen.
You'll never have time to get to know every squad leader or every platoon sergeant in the BN, but the more of them you get to know, the more of them you will get to develop, while at the same time "carrying out the policies and standards", and the better equipped you'll be to "advise the commander".
NCOPD is more useful than we all think. Use it to teach those squad leaders, platoon sergeants and PLs (invite them to sit in) to write concise, fair and accurate NCOERs that reflect the accomplishments and failures of NCOs. We all deserve to get great NCOs promoted ahead of peers, average NCOs given more time to develop, and poor NCOs non-retained.
Every NCO and O who writes an NCOER owes it to themselves, the rated NCO and the Army to take the time to be fair and honest on an NCOER, even if it means being the bad cop who writes the NCOER that puts a poor NCO back out on the street.

The perception:
Junior Soldiers and NCOs: Let's face it, when you were E1 to E6, you probably avoided E9s for the same reason everyone around you did. When you need a Soldier or NCO to be completely frank with you, or you need them to understand and remember what you are telling them, put them at ease. Not FM3-21.5 at ease, but rather the environment. If you are indoors, sit them down in an office, conference room or break room. If you are outdoors, walk with them while you are talking, even if you don't really need to get anywhere.
This gets them to stop thinking about parade rest or whether they should add "Sergeant Major" at the beginning or end of every sentence and allows them to focus on the discussion. This technique pays off in spades.
Junior officers: Every one of them knows they outrank you. Some let that get in the way of understanding that not only do you have 14-18 more years of experience that they should be desperate to glean, but you are also the voice of the BC, if not a tasking authority. Keep it simple, adhere to military customs and courtesies, address them as Sir/Ma'am and never "LT", salute them even when no one else is around to see that you did it, and most of them quickly get over the rank and will start to listen before long.
The "Big 5": The BC, XO, you, the S3 and the OPS SGM are the core that can make or break a BN. All five of you impact the BN in complementary ways, and you need to be on the same page. Sometimes the 5 just click, sometimes it takes a lot of effort, but you have to settle your differences behind closed doors. The first dinner together will let you know where you are starting from on that. If the 5 can't work as a team, it's a long two years.
Your BDE CSM:
Can be your best ally and mentor or your worst distractor. If you are only hearing from him when he is reacting to a nasty-gram from the DIV CSM about delinquent NCOERs or IWQ numbers, then he is failing the BDE commander and all of their BN CSMs. And worse, he'll have the impression that you are doing nothing when he's not lighting a fire under your ass, which is pretty much how he is working if that's the only time you hear from him.
You should be talking to your BDE CSM every week or two. He should be able to lay out his expectations and he should know your priorities. He should be able to recall with fondness or horror his first year as a BN CSM and teach you every lesson he learned before you have to learn it the hard way. If any of your staff sections are struggling with a BDE staff section, and working XO to XO hasn't worked, the BDE CSM can almost always fix that for you.

Response by SFC Private RallyPoint Member made Jun 13 at 2018 7:35 AM

2018-06-13T07:35:04-04:00

Wow. I love the fact that you came on here asking what could be done for you to reach more. As a private, I loved seeing my CSM on unlikely days, running PT or simply coming up to me asking me how i was doing during motor pool mondays! Young Soldiers love to see their leaders doing what they are doing. We are not "too good" to get down in the dirt or under that HMMV and conduct maintenance. They love that.. Always be honest, realistic, truthful, and guide us.. As a SFC, I want to know how you made it to where you are. I want you to tell me what I need to do to get there. As an 11B series, we work tight quarters anyway so while we are in the field, enjoy those terrible times with me. Let me know, you are here too, not by your words, but by your PRESENCE. Develop me into a leader! Empower your NCOs and let them know you have their back. Be fair and impartial and never forget that you were a private too.

Response by SFC Private RallyPoint Member made Jun 16 at 2018 11:07 AM

2018-06-16T11:07:32-04:00

Just my 2 cents CSM, respect the opinions and the thought processes of your subordinate NCOs, be a good listener. Pay attention to the junior enlisted, and advise your CDR. If they are hell bent at least advise them on COAs that may be more effective. Mass punishment or policies for the sake of having a policy is just lazy. In the end I’ll tell you the same thing I was told by an awesome CSM that I served under, “Be the Creed”

Response by MSgt John McGowan made Jun 18 at 2018 10:09 AM

2018-06-18T10:09:09-04:00

There is one thing we tend to forget. Anyone who is CSM has something on the ball. Something that got him there. Don’t forget that. I have had a few CSM before and only one was a butt. The rest were very sharp and they did their jobs without screaming and loosing their minds. And smart, very smart., most are anyway. But the smart one will listen, I had to tell a E-9 t0 stay out of my business when I was a 1st SGT.. congratulations on the , and may luck be on your side.

Response by SPC Brian Stephens made Jun 19 at 2018 8:33 PM

2018-06-19T20:33:25-04:00

I really had one CSM with the one unit that was my permanent party. Technically, I had two but I never met the 2nd one personally. Usually you will have no time whatsoever to interact with the lower enlisted. That is not your job anyway. I have a 1st Sgt., platoon daddy, a section chief and lots of assistant section chiefs to do that for me. But I met my CSM on two separate occasions. The first was when he personally inspected Bravo Battery and I was an E-3. Standing inspection, he looks at me in my starched and pressed BDUs and spitshined black boots. He compared my boots to his and then began to discuss shining boots, not really criticizing me but more like he was shooting the breeze. I remained at attention and tried my damndest not to smile but to me this was like God came down and spoke. Afterwards, my platoon gathered around me and said, "Pusher, you're boots looked ten times better than his. What the hell was he talking about?" His boots were the old jump boots that were leather-lustered in the oven for a permanent shine while mine were the boots I got from Basic and shined with a can of black kiwi polish, water, a T-shirt, and my fingertips. I had a former USMC Airborne Ranger who was my APG in Basic who taught me to do this.

The 2nd time, he came into the chapel basement about a year later to inspect our TA-50. I had been selected when I fist got to my unit more than a year before probably because my issue was new and had never been used. Naturally, I flunked because a lot of the stuff I got was dirty and well used. I expected to flunk another field gear inspection from my own CSM, even though I did what I knew how to make it presentable and clean. But he decided to take a different tack. "Instead of inspecting what I expect is some filthy TA-50, I will tell you men what I look for when I inspect field gear," he said. Now that was helpful! And very thoughtful. I learned what he looks for, including smells and how to care for my stuff and pass inspection next time. That man rocked! And then his German wife came in at the end of the inspection and loving him, told us stories about him and how he worlds so hard, made him seem much more personal while he glowered at the rest of us as if he was going to kick all of our asses as soon as she was gone. But I had deep respect for that man.

Response by SSG Private RallyPoint Member made Jul 2 at 2018 7:59 AM

2018-07-02T07:59:31-04:00

CSM,
To answer your question about what you could do to inspire people to work for you. My advice would be to get out of your office and interact with your soldiers as much as possible. Also let them feel as though they are talking to their father or their uncle. In other words, someone who will allow the to relax a bit and they feel they can not only trust, but feel comfortable speaking with. I had a sergeant major that I worked for that did exactly that, and he has been the model of what I aspire to be. I’m not saying be soft on the soldiers, but let them feel and let them know that you have their best interest at heart. To that end give it more than lipservice. Get involved in their lives, but not intrusively so.

Response by CWO4 Brook Kelsey made Jul 14 at 2018 4:24 AM

2018-07-14T04:24:20-04:00

Walk in the private’s shoes!

Response by CCMSgt Robert Hall made Jul 15 at 2018 3:49 PM

2018-07-15T15:49:15-04:00

Visit the troops at their work places - at night, 0 dark 30 hours in the morning, weekends and holidays...

Response by Maj Chris Clark made Jul 18 at 2018 3:21 PM

2018-07-18T15:21:05-04:00

I had a SgtMaj(USMC) who asked all junior officers, espically 2ndLts drop by and see him on a regular basis for “visits” which were basically leadership lessons from a different perspective. On a regular basis as a Company commander, I would go and sit at his desk, drink coffee out of his mug. He would come in and feign righteous indignation and not so politely ask me to get the hell out of his chair. We had a outstanding relationship between the senior SNco in the battalion and a company commander. We both understood that officers and SNCOs were not enemies and needed to be completely aligned and in step to be successful.

Response by SPC Dave Loeffler made Jul 22 at 2018 9:19 AM

2018-07-22T09:19:52-04:00

Learn to be an exceptional listener, Build a relationship with each of your subordinates based upon their individually. Treat all the same, praise in public, chew A in private. Follow rules and regs. Most of all be yourself, Just because your now a CSM nothing else has changed except more responsibility and a chance to improve and define your leadership style and skills.

Response by SPC Sheila Lewis made Jul 26 at 2018 10:05 AM

2018-07-26T10:05:00-04:00

Congratulations! CSM Eric Biggs on your promotion. One point is about age, don't allow that to be a
determinant factor in assignments/ promotions/ deployments, ....just because a Service Member is fifty doesn't mean they are feeble. Maybe they could work at a MEPS station?

Response by CWO2 M J made Jul 27 at 2018 9:41 PM

2018-07-27T21:41:44-04:00

Sgtmaj,
I was never a sergeant major. I made it to staff sergeant (Marines) then went the warrant office route. That being said, I as a company XO and had to work very closely with the battalion/regimental sergeant major on a weekly basis. The best sergeant majors I worked with understood what the role really is. Most think it is to maintain good order and discipline. What the role really requires us building a bridge between the officers and senior SNCOs in the command. I have seen great and horrible sergeant majors. The best of the best bridged the gap between the lieutenants/captains and the first sergeants/gunnery sergeants(sfc/e7). Don't bother with the Chief warrant officers or majors, they will just give you tons of grief and ruin your motivation (speaking from experience here, majors and CWOs don't like to interact with the sgtmaj. Most think of the role as the spy for the commander, which normally isn't the case but the perception is there). As for the juniors, you always have to remember they are not your friend, but they will look up to you as a father figure. You will have to check them when they mess up, but don't forget to praise them when they kick ass. Enjoy your junior tour, it will be your best. Once you move up and disconnect from the junior level you will miss it.

Response by SFC Private RallyPoint Member made Aug 3 at 2018 10:58 AM

2018-08-03T10:58:56-04:00

CSM Congratulations! Having just retired after a combined 35 years. I have seen a lot of CSM / SGM in those years, some on the path of what can I do to get Soldiers to tremble in their boots at the mere mention of my name and then I have seen those that before making changes, set back and observe their new surroundings taking everything in checking out what is going on, on the (Surface and Subsurface). CSM I am not highly educated nor do I have a crystal ball but here is what I tell you " Don't forget where you came from and those that you met along the way and what they meant to you, Don't forget where you are now and how you got there and why you are there, Don't ever forget there is nothing new under the sun someone has already done it so there is a template out there somewhere. Last but never Least Put God and Family before all else and have fun.

Response by SGT Barbara Wilt made Aug 4 at 2018 2:35 PM

2018-08-04T14:35:51-04:00

Teach us junior NCO’s. Seriously I did my job
As a 91 C and my military knowledge decreased because I was always doing my MOS and nothing else. Show us what you can and teach us. In my entire career I never spoke to the CSM.

Response by MCPO Private RallyPoint Member made Aug 8 at 2018 1:38 PM

2018-08-08T13:38:39-04:00

As I heard a Captain advising an newly onboard Ensign: "Earn the respect of those below deck, as they are the ones who know the ship is sinking first".

Response by LTC G.Shane Dinkel made Aug 11 at 2018 1:42 PM

2018-08-11T13:42:00-04:00

Don't be the CSM who went to breakfast, in somebody else's DFAC, in his sweaty PTs and disco belt, and kicked out my daughter (a dependent NOT a soldier) for wearing flannel pants. And don't work for his tabbed covered LTC who stood there and refused to ack that there were at least a dozen troops out of uniform already eating. BE the CSM who defends to the death his 1SGs, shows up on the range at 0300 with hot coffee and soup NOT to check on uniform violations, kicks ass for important stuff like speeding in the Box, and puts his arm around a young Buck SGT who, though no fault of his own, just lost a troop to accident or gunfire. Be THAT GUY!

Response by MSG Thomas Currie made Aug 26 at 2018 8:07 AM

2018-08-26T08:07:10-04:00

Lots of good advice already, but let me add one thing I didn't see mentioned.... Sit down with the Headquarters & Headquarters Company First Sergeant and work out a clear understanding about how you each interact with the headquarters enlisted personnel. If you have been an HHC 1SG you probably already know most of the issues, but if you've never been an HHC 1SG you might be surprised how much overlap there can be about the enlisted personnel who actually work in the Hqs with you on a daily basis and who rarely even see "their" 1SG. These personnel range from senior staff NCOs to clerks and junior enlisted like your driver and the commander's and staff officer drivers.

Also try to be on the look out for the same sorts of problems between the newer staff officers and the HHC company commander. There is less you can do about those problems directly, but keep you eyes and ears open then do what you can.

Response by Jerry Rivas made Aug 27 at 2018 6:48 AM

2018-08-27T06:48:49-04:00

If you made it to CSM....You already know the right things to do.

Response by Jerry Rivas made Aug 27 at 2018 6:49 AM

2018-08-27T06:49:43-04:00

Be fair....Be honest...BE CONSISTENT.

Response by SGT Tim. Wilson made Sep 5 at 2018 9:39 PM

2018-09-05T21:39:04-04:00

First: Congratulations on the promotion. Second: Yes talk to your 1SGTs and SNCOs to find out and keep abreast of what's going on before it hits "the old man's desk."

Response by SSG Private RallyPoint Member made Sep 7 at 2018 10:38 PM

2018-09-07T22:38:17-04:00

I have been in the Army for 12 years. I look for one key feature in every one of my leaders be they officer or NCO or warrant. I believe it to be my most essential personal trait that I look for in a leader and more importantly a mentor. Whether you are a good leader or a bad leader. Whether you are seasoned leader or a brand new senior leader. The trait is CONSISTENCY. I can work with a terrible leader that doesn't care at all about his subordinates or his job, with no problem. As long as he ALWAYS doesn't care or ALWAYS is absent from work to go "grocery shopping." The leader that never cares about work but nit picks how every task gets done and is never around destroys the motivation and morale in this immediate subordinates and in turn all echelons below. As far as going above beyond in the position of Ops SGM or BN CSM or BDE CSM. I am going to say this after 10 duty stations and I don't know how many CSMs, I have had one that stood out above all the others. Mostly for reasons he did not even know were life changing to Junior and senior SGTs and SSGs. The 3 most memorable things about this CSM were he would not let anyone or anything keep an NCO from missing NCOPD. Not only was he the CSM that ever actually NCOPD, he required every SPC in charge of a soldier and above to be there. NO EXCUSES, not appointments, not mandatory training, not a division inspection, nothing. Once he put it out his calendar of the 5 CSM events per quarter, everything on it took place, exactly where they were supposed and when they were supposed too. CONSISTENCY! I even got to over here him dismiss the battalion commander trying to change the date. He was the most professional and tactful NCO I have ever seen. He just said, "Sir, I ask for 5 days a quarter, that's it just 5. That day is NCOPD. Gunnery can start the next day. Period." The BC just said are you sure we cant change it. He said no sir and walked away. NCOPD happened the day it was supposed to. LOL I have watched the NCO Corps begin to disintegrate over time and it is because CSMs like the one I am referring to aren't making CSM-5 calendars, anymore. For the whole year, he was able to put on a calendar the CSMs big 5 Boards, NCOPD, NCO Calls, NCO Indoctrination, CSM Sensing session. I always thought that if I ever had the priviledge of earning that rank. I would know I had mastered it, if I could just make a CSM-5 calendar and not let anything touch it. The fact that we were in Korea and had hundreds of people coming and going every 2 months just made it more impressive. I never saw him yell at anyone except SFC and above lol. He was always checking the barracks at the same time every two weeks at midnight on Wednesday and Saturday. Some soldiers actually had 3x5 index cards with questions on it because they knew when he was coming. I have had one CSM do promotion boards 11 months out of the year. I have had one CSM do Soldier of the month and NCO of the Month 11 months of the year. I have had one CSM do Soldier of the quarter and NCO of the Quarter boards 4 times in 12 months. I have one CSM do NCOPD because he thought it was important and not because the HQDA said you will brief all NCOs the NCOER. (That doesn't count) I have had one CSM that conducted an NCO Indoctrination ceremony and read the new NCOs the vision and the charge. I have had one CSM do NCO Calls. I have had one CSM that stood out above all others because he was able to plan ahead and follow thru regardless of what else taking place. (We can get into versatility and adaptability in a different conversation if someone wants to go there.) I have had one CSM that actually called out the soldiers that memorized the creed for the board, they did not actually learn it. In 12 years and 3 overseas tours, I have one CSM that was undoubtedly the best and not by a little bit, but by a whole lot. He was also very caring of everyone's time. When you have a commander or battalion commander or brigade commander that wants a meeting every single day or twice a day for 1-4 hours, he would start dismissing the staff because there was no reason for them to be there anymore. Lastly, grab every single one of those officers and NCO's that will or might senior rate anyone. Let them know that you will personally chokeslam the shit out of them if they don't READ and DO their responsibilities as senior raters. They are evaluating people's assignments, promotions, and careers. So if you think winging it is a good idea. Think again!!! NCOERs are not "check the block" so, do the damn quarterly like they are supposed too or take off your rank and put on a rank where you don't have to worry about senior rating someone else. That's just my opinion of what makes me want to follow my CSM to war! Let me know if you have any questions, comments, or concerns!

Response by LTC Stephen C. made Sep 10 at 2018 12:21 AM

2018-09-10T00:21:01-04:00

Congratulations, CSM Eric Biggs! Best of luck as you start your new journey!

Response by CSM Richard Montcalm made Sep 17 at 2018 6:41 PM

2018-09-17T18:41:12-04:00

Get to know the unit- not just the Senior NCOs and officers. Learn its history, traditions, be the 'keeper of the colors' in more than the traditional sense. Inspire your Junior NCOs and Soldiers to excel and seize opportunities to train and make themselves more valuable to the unit and the Army. Show up at PT formations unannounced and do PT with platoons to enable you to better understand the training needs of your PSGs (your lane). Road march with every company to show that 'you've still got it. Don't worry about the stuff that doesn't count- police call, grass height, or whether or not people leave their vehicle unlocked- worry about making your Warriors better Warriors- fight for every opportunity to do weapons training. all the battle drills and collective tasks aren't worth the paper they're written on if your Soldiers cant hit their target the first time and every time. Walk around the unit and try to catch people doing the 'right thing' and recognize them for it. Be at the Motor Pool on Maintenance Day- your name is on the right side of the windshield and you're responsible, plus it sets a great example.

Response by SMSgt Private RallyPoint Member made Sep 22 at 2018 9:45 AM

2018-09-22T09:45:33-04:00

Same advice my dad, retired Master Sergeant, gave me when I made Master Sergeant.
1. Don't forget where you came from.
2. Never have your people do something you're not willing to get out and do with them.
3. Any friends you lose along the way, probably weren't that good of friends to begin with.

Started giving this advice to my people as they got promoted and even a few who went on and got commissioned.

Response by MSG Reid Zohfeld made Sep 23 at 2018 10:11 PM

2018-09-23T22:11:35-04:00

Now you are a CSM you are also a politician unfortunately but your first duty is taking care of your troops first then your self By doing what I said your troops will always have your back Congrats

Response by CW2 Private RallyPoint Member made Oct 4 at 2018 10:13 AM

2018-10-04T10:13:44-04:00

Help your people. Be compassionate. Be a leader that is the good guy. No one wants to here a CSM complaining about its troops. Set a standard and maintain. Get your troops educated. Help them progress and better themselves. Counsel, mentor, and instruct. Find time for them. Do the right thing every time.

Response by MSG Jeff McKernan made Oct 11 at 2018 10:58 AM

2018-10-11T10:58:42-04:00

I would listen first to all senior NCO s before taking any action.

Response by CMSgt Peter McDermott made Oct 24 at 2018 1:33 PM

2018-10-24T13:33:27-04:00

Your going to hear all the versions of leadership traits and every ones opinion of what it takes to be the best leader and they are probably all correct. Just keep doing exactly what it took to get where you are. You did not get there thinking of yourself, back up your command and subordinates at all times. You are standing behind all of them looking over their shoulders keeping them all on track. Their are different levels of leadership needed with each individual you have to deal with. The real job is knowing how much each one needs. Some just need a nudge, some more and having the knowledge to do so. Stay on top of your game and stay ahead to be able to do this, as they all need you remember that. Be where they need you, keep your communications open to all, not just your SNCOs. Most of all, I always said, "No Fat Chiefs". You can't speak to everyone, your image to the younger troops is extremely important. Inside and out! Enough said. Good luck and God speed.

Response by SFC Casey O'Mally made Jun 27 at 2019 8:31 AM

2019-06-27T08:31:00-04:00

A couple pet peeves from a retired guy that got out as soon as he could because of BAD CSMs...

"Do as I say, not as I do" is utter horse excrement.

Honor your word. Honor the promises of your predecessor, as well. (Implied task, ask the outgoing what projects/ promises/ agreements he has still pending).

Rank has its privileges. Sure. But it also has its responsibilities. Don't confuse the two when it comes time for UCMJ.

Encourage, recognize, and praise excellence. Even from a PV2. If that lug nut was placed perfectly and screwed on in record time, let the PFC know. Embarass the shit out of him/her.

Along with the above, spend more time looking for what is right than what is wrong. The wrong will find you without having to look.

But don't be afraid to handle the wrong, ruthlessly and efficiently.

Finally, the biggest one for me. Career management for your Staff. Just because an NCO is great at something, doesn't mean you keep them at it. Staff work is supposed to be a temporary rotation, then back to the MOS. (obviously, except for your staff MOSs like S1 and S6 folks.) Even the loggys can rotate down to Companies and back up to the 4 shop. And back to the MOS doesn't mean the Company O room.

Response by CW2 Private RallyPoint Member made Jun 27 at 2019 11:48 AM

2019-06-27T11:48:11-04:00

Whenever it is you get to your command, look at the type of unit it is... embrace that unit’s mission, learn about what your unit does, get down and watch how your soldiers do their jobs, ask questions, let your leaders lead. Focus on honest to god mission objectives, not arbitrary pet peeves... that is the quickest way to reduce productivity in your troops.

Response by MAJ Ken Landgren made Jun 27 at 2019 4:42 PM

2019-06-27T16:42:08-04:00

I want to tell the young officers that CSMs can help with their deep vision and reach. A case in point was a Platoon SGT who was stuck as an E-6 and was an ultimate tanker. I talked to our CSM and he told me to send the Platoon SGT to his officer. A couple months later my Platoon SGT was wearing E-7 stripes.

Response by SGT Private RallyPoint Member made Jun 28 at 2019 12:16 PM

2019-06-28T12:16:55-04:00

I had great CSMs when I was in. My battalion and brigade CSMs made a habit of showing up unexpectedly. They also knew many of the lower enlisted as well as all their senior NCOs. I one time was asked by a CSM if I had any problems. I told him yes. I said that our battalion mess hall would run out of food at 5:00 (thirty minutes after opening): then, they would start serving veal patties every single night. He came into the mess hall the very next day at 5:00, and sure enough they were serving veal. He relieved that MSG on the spot and had him transferred out. Little things like that will make you respected and loved by your soldiers, and I would definitely kill to have a supervisor like that. CSM Eric Biggs

Response by SPC David S. made Jul 31 at 2019 11:55 AM

2019-07-31T11:55:09-04:00

While I know this post is a bit old I found it today. However just from your question alone I think I would have had a much longer military career under your leadership. Many times I became very frustrated with my leadership in my attempts to advance my career. As such I felt that all that was important is that I filled a slot - personal goals didn't connect with my leadership. This was really apparent when trying to go SF. Things not explained, paper work not sent and so on - yet leadership/CoC were concerned about the retention of junior enlisted. My advice is more than likely already being applied by yourself - "support your junior NCO's so that they can support their junior enlisted military goals". Not surprised you got promoted - congrats.

Response by SFC Michael Krogmann made Sep 24 at 2019 8:41 PM

2019-09-24T20:41:47-04:00

First or all, congratulations on your promotion. Support your subordinates and give them space to work, be a SME, and a resource

Response by CPT Daniel Cox made Sep 27 at 2019 3:23 AM

2019-09-27T03:23:02-04:00

Not just for a newly minted CSM but all NCOs and Officers should treat their soldiers as people, not their personal property or playthings.
Never treat your soldiers in ways you would not want others to treat you.
Remember that a good ass-chewing should be given in private (word will spread that it happened) but you do not need to do so in front of others, especially to those that are leaders themselves.
Remember, no matter your rank, you always report to someone.
Treating soldiers with respect does not mean you are coddling them or that you have to go easy on them.
Remember to tell soldiers that are doing a good job that they are doing a good job, don't lead by negative reinforcement alone.
Lead by example instead of "do as I say, not as I do."
Get to know those that work for you. Soldiers remember when a Sr. NCO or Officer knows their name. It is incredible how much that little trick can boost morale and gain you the respect of your soldiers.

Response by SSG Michael Hartsfield made Jan 28 at 2021 7:04 AM

2021-01-28T07:04:06-05:00

I had a 1SG who became our Battalion CSM and the one thing I remembered about him was that he motivated people to be better and he demanded that we upheld the standards of personal and military conduct. That, and he was approachable. I would love to be able to meet with him again.

Response by MAJ Ken Landgren made Jan 28 at 2021 10:36 PM

2021-01-28T22:36:43-05:00

You should be a deep thinker and a deep fighter to provide overhead cover for those who need help with the deep fight.

Response by MCPO Private RallyPoint Member made Feb 28 at 2021 10:28 PM

2021-02-28T22:28:13-05:00

Mutual respect without arrogance.

Response by MCPO Private RallyPoint Member made Mar 2 at 2021 2:58 AM

2021-03-02T02:58:35-05:00

Not sure how my comment ended up in your file. Anyway, congrats on being CSM.