What kinds of things should I consider when becoming a Platoon Sergeant?

1SG (Join to see) This is my perspective having had a few platoon sergeant jobs and positions of higher responsibilty. So here goes.

Excellent thoughts and delving for a eay ahead. Everything you mention above are good points and correct... but your writing reflects in my opinion that you leaving the PL out... That is wrong. This should be a shared message from you and the PL.

A wise 1SG, by the name of Nelson, who was 1 of 3 of my best 1SGs, told me this in Korea in 91... "SSG Wesson... Make sure you remember you aren't in the Chain if Command anymore! Just like me your in the NCO Support Channel. Everything you do know is to support the PL, the platoon mission, and to take care soldiers! Guide the Sqd Ldrs... But do not undermine the PL."

He said this because its critically important. In my career, I have often watched a contest of wills between PL and PSGs... and that is the wrong answer.

TC 7-22.7 pg 4-21 provides that, "the PSG is the primary assistant of the PL.... caring for soldiers... helping the CO train the PL. Read this guide if you haven't... It is powerful. Additionally i would read, "From one leader to another" which should be on the Center for Army Leadership website.

Finally, three parting thoughts.

One... And this will happen... Dont let the NCOs and soldiers play the "sides against the middle." It is a phenomena that is from the beginning of time... And does more to weaken a formation than any I've seen... Squash it when you see it.

Two... Have humility to know its not about you and listen to the "bitching" to determine if there isnt something there that needs to be checked out.... and then determine the "why". There is a book by simon sinek called, "start with Why" and a podcast.... Worth cheching out.

Three...you only have a limited sphere of influence. Use it wisely... Dont worry about whats happening in the other platoons... That is not you concern unless its Immoral, unethical, or illegal. Your concern is the platoon and the company from a holistic perspective. Offer counsel and recommendations.... Not critisism. That breed ill feelings.

Well thats my 2 cents.... Hope it helps.

Good luck and take care of those soldiers.

Cam

What I did when I took over the Platoon Sergeant spot as a SSG, was to get with other Platoon Sergeants and got advise and insite from them. Like what they did when they first took over this position in their career. It helped me, plus use them along the way to make sure that the decisions you make is a good one for your platoon. Plus don't jump to conclusion until you get all the facts first. That way your platoon will know that they can approach you and that you're fair with them.

Keep your eye on the prize and that isn't you. Getting advice from those who've been there is always good. Don't overly focus on the administrivia as most of it will be taken care of if your focus on your people is: Making them better in all areas. More skilled, more deadly, more courageous, more caring, more team, more responsible, more satisfied.... you get the drift. You'll be amazed how much of the admin pukas get taken care of with the proper orientation to your people. If you take care of them, they will support you, and that will get noticed upline. Don't do it for yourself. Do it for them.

There's a bunch of REMF mentality in the S-1 shop. They like tracking things. The reason they like it is that's what the Skippers get their chain yanked on by someone reading a spreadsheet. You work to make that noise go away so the air is clear for your platoon to focus on the mission. Also, make sure you're on board with the command policies on dealing with problem children. Many NCOs make the mistake of trying to solve too much at their level and wind up making it worse. You must know how the SEL wants the troops run as a culture.

Finally, spend a piece of your brain looking outside your platoon. Is your team optimally supporting the overall command? Are you recognized as the go-to vs. dump-on platoon. Help your O-Boss do their job well. Who knows. You may be doing the same thing 18 years later with a bunch more hardware on both your uniforms and God knows how many troops you'll worry to death about.

1SG (Join to see) I believe that your asking for advice before taking over is a true sign of a good leader. As you well know, the feeling that you are being listened to will help your squad leaders be more open with you in the future. Set an open door policy, either always open, or certain times of the day, and encourage your squad/section leaders to use it. Don't take the ideas of your new squad leaders for granted just because they are new. They may actually have ideas that will help you and your Platoon immeasurably. My last suggestion is to find out about your PL and, if possible groom him to be able to be successful, both now and in the future. You have to be gentle, but sometimes that is the way to have the best possible relationship between leaders. I wish you all the best, and good luck !!

Are you ready to do the job? That means being technically and tactically proficient. I became a Platoon Sergeant as a young SSG. We were in the middle of an FTX. I was training some Louisiana NG soldiers when my CO drove up and told me get my gear and get in his CUCV. He told me that he fired our Plat Daddy. I did not hesitate and did not say, let me think about it. I told the E-5 that was there with me to take over the training, grabbed my gear and off I went. When given the opportunity, take it.

You can consider is getting MFT, MRT, bus driver training.
Also brush up on counseling and problem solving. Work on your Cadence calling too. Drill and Ceremony is key.

As I set and read what you have written I find myself living in the past. I became an Acting Platoon Sergeant as an E-5. This was during the build up for Vietnam. I spent almost three years in that position. I had to learn and do on my own. Our First Sergeant gave as much support as he was able. Thankfully, he was an experienced NCO with years of combat and garrison duty. He taught not only me but everyone else who was acting in one capacity or another how we should function in our various positions. We learned by lecture and hands on training. Then went and trained those we were supervising. It was an invaluable experience for it carried through the rest of my military and civilian careers. The following are some of the things he instilled in us:

1. As a Platoon Sergeant I should be joined at the hip with my Platoon Leader. It should be my duty to lend guidance and assistance when needed. I should also assist him in planning and inspecting the training of the platoon. Remember the Lieutenants have a lot of book knowledge and very little hands on experience.

2. Preparation, preparation, preparation! Insure that in everything you do that you are properly prepared. This included the preparation of a good lesson plan, rehearsal what you are to teach and hands on training after the lecture. We trained until everyone mastered the subject being taught. If instruction and training are being given at the squad level insure that the instructors are prepared. This includes monitoring their rehearsals, critiquing and giving advise on how they performed. Then inspect the training with the Platoon Leader is possible. This is one of the ways you can help him achieve experience.

3. Insure that everyone in the platoon can do the job of everyone else. Squad Leaders should be trained to be Platoon Sergeants, Assistant Squad Leaders and Team Leaders should train to be Squad Leaders. Everyone in the platoon should experience leadership training. This best accomplished by putting them in charge during training exercises. This is also a good check on how well the troops are being trained and who should be considered for promotion. I troop complain about this to bad. Try explaining to them that in actual combat the first to be killed or wounded are normally the leaders. So they have to be prepared. Also, while training them don't be afraid to throw a monkey wrench into the scenario. Normally, all plans go to hell as soon as the first shot is fired.

I hope this helps. Its been awhile since I left the army and I'm sure things have changed. However, these are some to things that I used throughout my career.

Take care and good luck,
Ken

Keep 1SG and the CO informed. I can't stress this enough. The command team can divert personnel, resources, and other critical assets to make sure you are successful in your mission. Too many times I see PLs/PSGs try to go it alone. It is a team effort across the formation.

Competition is a great motivator. Every Soldier wants to be in a unit that is recognized as the best. Just don't be competitive to the point that you neglect the teamwork and cohesion of the larger organization.

If you want to impress your commander track your Soldier's MEDPROs and ensure they are always up to date on their shots, dental, PHA, etc. Those are the items you commander needs to show to higher the more of that you do the better off you'll be with him.
For you PL, just give him/her a task. Sir Ma'am I could really use your help getting this task done. Then help them do it your way, they'll feel much more involved and less likely to start micromanaging if they feel you will support and enable them to succeed. Too many PSG's distain their PL's that they try to push them out of the way creating a poor climate. (really they just need to feel engaged and giving them a task will keep them out of your hair)
When dealing with your NCO's take an NCO's advice!!!

All good advice. The only thing I can add is speak with your 1SGT about what the upstream is expecting from the PLT and you. You may find out that there is some problems they want you to resolve or some weak points they perceive in the PLTs training or capabilities.
After that put together a plan to achieve any fixes that maybe needed, and your own standards you want to achieve and maintain. Then introduce yourself to the PLT and meet with your SQD LDRs.
Let them know you’re a hard ass, but also let them know you’re fair and loyal to them and the PLT. Then have an unannounced inspection of your entire PLT area and all TOE equipment. Make sure it’s thorough and tuff. Set a time for re-inspection of problems and follow through. You now know where you stand and the PLT now knows where they stand.
Always allow time for MOS specific training for your PLT and have your SQD LDRs instruct the training and you provide the material and facilities they need. The company will have specific training they want to accomplish, try not to overlap training so it doesn’t get boring or redundant (speak with unit training NCO to know Company training plans).
Then do what you say and be what you say. Don’t ever waiver.