What is it like being a 1SG for a headquarters unit?

Think of hearding cats. Cats with ego.

Comparing a line company to a headquarters company in a battalion:

Line Company:
● The operational mission for all Soldiers comes through/from the commander who balances administrative requirements with them. If needed, the commander will adjust as needed.
● The commander and the 1SG are the senior officer/enlisted in the company.

Headquarters Company:
● The operational mission for most of the Soldiers in the unit primarily comes from the battalion commander though the primary staff officers. The HHC commander will still have operational missions, but they are primarily focused on administrative and logistical support to the battalion headquarters.
● The commander and the 1SG are frequently junior to many of the individuals that are assigned to the unit.

To your specific questions, "Is it common to butt heads with BN staff and having the CSM right around the corner add to the challenge of the position?"

Yes, it's common to butt heads with the staff. They'll frequently have different priorities than the headquarters company and will want their Soldiers to focus on A when you want them to focus on B.

Does the CSM nearby add to the challenge? It depends, but usually only if there are few companies in the battalion. If the CSM is 'gainfully employed', even if they are right around the corner, they generally don't get in the way of the HHC 1SG.

How do you and your commander address these issues? Clear communications with your counter-parts in the staff sections (i.e., the NCOIC of each section for you). Make a pledge with them that you'll do your best to minimize the intrusion of administrative requirements so they can focus on their operational mission and section specific administrative requirements. Likewise, ask that they work with you to ensure they give full support when there is something required of them. Regular sharing of information will be critical to a smoother and less frustrating experience.

If you mirror one of the best practices the HHC commander will be doing (full transparency), you can use a lot of passive influence to accomplish your requirements. When a staff NCOIC knows that his administrative data will be seen periodically by his boss's boss, they will make sure that SPC Snuffy is at their fitness test, weapons qualification, mandatory training, etc. without your O3 commander respectfully requesting from the O5 staff officer that their Soldiers do something or another.

In the situations where you need something more than just pure professionalism to "cooperate and graduate", get the BN leadership on your side. Have regular meetings with the CSM to ensure he is being supported and doesn't have any unmet needs. Take this opportunity to ensure they are updated on HHC needs/requirements and if you need assistance with anything. Getting the CSM on your side is key when you need more 'active influence' to accomplish requirements.

The other best practice for the HHC is flexibility. There WILL be conflicts and you won't be able to get full participation very often even if the company leadership and the section leadership are in synch. There will be competing requirements where either the unit or the staff section have to give and in most situations, it's going to be the unit. That's where flexibility beyond what you would expect in a line company is key. Embrace the "add one more" approach for unit events. If you have two dates (primary and make-up) for doing the ACFT, add one more on the calendar.

I was HHC for 18 months. It can be hard because staff are receiving direction from the Bn XO but you'll be telling the NCOICs what needs to be accomplished to compete readiness stuff and tasking. If I had issues with stuff not getting done I would go to the OIC and get them to protect the NCOIC to get stuff done. Property is a huge pain in HHCs, be prepared to talk about it all the time. I didn't have an issue with CSM stepping on how I ran the company because he was worried about the Bn, hopefully yours will too. I did enjoyed getting after the Bn XO for being red on readiness because he always tagged on 1SGs about it, he did it when I told him though. Good luck.

HHC 1SG slots usually go to folks who have already done a stint as a 1SG in a line unit. Because HHC is MUCH harder. As MSG (Join to see) mentioned, herding cats with ego.

Your best friend will likely be the S3 SGM. In every unit I have worked, the SS3 SGM acts more as a staff SGM rather than just for the S3. Basically the XO's enlisted counterpart. If he is on your side, you will have maximum possible cooperation. Your second best friend will likely be the CSM. Your worst enemy, will likely be the S3 SGM. He can help knocks heads and keep the staff in line; but at the end of the day, that staff works for the BC, not the CO - and the S3 SGM will almost always prioritize BN needs.

As an HHC 1SG, you have to come to grips with the idea that almost none of your Soldiers "belong" to you. You will need to exercise "soft" leadership - a lot. You will need to influence, not direct.

Schedule a regular meeting with the CSM. You mentioned that most of the staff are AGR. I will assume you and CSM are also AGR. If that is true, a weekly or bi-weekly 30 minute scheduled meeting, even if it is just lunch, can help iron out plans and make sure you are mutually supporting each other. This is above and beyond 1SG meetings CSM may schedule with the 1SGs as a group. No one wants to believe that anyone is *special,* but as the HHC 1SG, you *are* special. You and the CSM need to be on the same page more than any other 1SG.

With the S3 SGM either have scheduled meetings or a mutual understanding of "drop ins" where you are both welcome in each other's office at almost any time.

Butting heads CAN happen. Unfortunately for you, it is your responsibility to make sure that doesn't happen. Again, you will need to influence, not direct.

Communicate, communicate, communicate. But TRULY communicate - just about everything should be a full conversation, not a one-sided one.

And never EVER let ANY of the staff appear on a naughty list slide at C&S without first discussing with the SGM and XO. One of our practices was to send "read-ahead" slides two days earlier so that they had a chance to fix themselves or offer context beforehand. If SGT Bobblehead in the S2 shows up on the "expired weapons qual" slide the BC and XO are likely to bypass you and the CO and look directly at the S2 / S2 NCOIC and demand an explanation. If their answer is "this is the first I have heard of it," you BOTH will get nuked. And if the S2 just keeps finding excuses while SGT Bobblehead can't go to the range, that relationship with SGM can help make it happen.


Sorry, long rant. I have spent my share of time as the acting HHC 1SG to understand some of the issues. But mostly, I spent way too much time as the HHC Ops NCO watching 1SGs bash their head against the wall because their staff refused to cooperate, and never bother to COLLABORATE instead.

You should see less of the CSM as he should be out and about ensuring the Bn is performing all tasks related to the Commanders intent for the organizations development and training.

Going straight to a Hq as a 1SG is not a route I would have given to a brand new 1SG. They must have confidence in you to have made that decision.

Think of it this way, as a PLT Sgt you led squads, sone with differing roles all having a subordinate leader. The only difference now is that each of the sections under an hq comes with an officer and a senior NCO who have dayvto day operations in support of the commands mission. Your roll hasnt changed, you walk the grounds ensuring that what the HQ is doing is directly supporting the Commanders intent while ensuring that the Soldiers are being trained and provided the resources for that mission. Check in with the NCOICs and OICs to see what you and your commander can do to enhance the mission.

Hold routine meetings with the NCOICs to ensure that your Commanders intent for his Soldiers are being met. These are in direct alignment with the Bn Commander but at the grass routes, individual trainjng, quarters, fitness, maintenance of the vehicles and the motor pool and not last the health and welfare of yourSoldiers.

You will no doubt have your authority tested, when it is be professional halt the situation take the Officer or NCO aside and identify what the issues are ensuring they understand that your sole interest is the health and welfare along with basic Soldier skills and the training and health a welfare along with the accomplishment of the mission is your sole focus.

It is your responsibility to initiate those relationships between the staff and the Company command. It is truly a great responsibility and one that should be cherished. Being a 1SG may be the single most important position you ever hold.

I will stop my rant. Take care of your men and women, check in on the CSM and Co once in a while, they are your Soldiers too.

Be present, offer support and lead your Comapany.

From my 6 years of HHC (MG CDR) 1SG you are not going to find much of any help in either the 1SG Course or USASMA materials.
The only advice I was given that helped was the HHC is to take responsibility of the "mundane" tasks of leadership the higher CDR would normally do. Vague yes, and I never found a true Task & Purpose of my 1SG duties.
My advice is lean heavily upon the senior NCOs of the HHC, especially those who have been with the unit longest. These NCOs can give you a rough command climate recon but talk to each one independently (same day in a manner they cannot collaborate).

I'm not implying the NCOs would misguide you but getting unprepared responses gives you a wider base of information to make a tentative plan for yourself.

Don't let yourself become turf for the higher ranks (staffers) to walk over. Be firm, fair, and willing to take a ass chewing to uphold your decisions.

I have been an acting 1SG in an HHT and a Bde HHC before getting my Signal Co.

Your big challenge is that there is very little in your sphere you can often do, but you are still responsible. Study your TOE or TDA and determine which elements are organic to the Company and which are the Headquarters. Pick your battles with the HQ folks, but it's till up to you to see that they are meeting 350-1 standards and that the training that they do away from your eyes and reach is input into DTMS.

Cultivate a relationship with your CSM. That's your best opportunity to leverage your requirements on people you don't control and the CSM shares your concerns that those things are being tracked. A great way to foster that relationship is to make NCOER completion a priority.

The responsibility of First Sergeants that is most neglected, in my opinion, is that of being your company's primary administrator. You will have an Admin NCO, but you need to know that person's business so you can be certain your people are cared for and you can lead and mentor that admin as well.

It's easy to be overawed by the huge number if low density specialities in your company. Try to learn a little about each one. It will.help you relate and you'll get more cooperation if you either know how their shop operates or show a genuine interest in learning about it.

congrats on your promotion! very excited for you!

COL Cudworth give s a detailed and pretty accurate description. I will simply highlight that the most challenging aspect when I was in that job was the accountability. In my HHB for an FA BN, my troops were scatterd all over creation during training. Admin and logistics was always a complicated. Just remember to delegate where you can.