Posted on Jan 2, 2014
MAJ Battalion Executive Officer
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I am getting ready to take command next summer and I am excited about the opportunity to command a Company. Anyone out there have any lessons learned or useful advice on the Commander and 1SG relationship?<div><br></div><div>From the Officers: What was the first thing you and your 1SG did after you took command?</div><div><br></div><div>From 1SG/CSMs: What were the best traits of your commander? What would you have liked to have seen? Did your Commander clearly define roles?&nbsp;</div>
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1SG Steven Stankovich
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Edited >1 y ago
First off, congratulations sir.&nbsp; I had four Company Commanders while I was a 1SG.&nbsp; Each one brought something different to the table.&nbsp; Some of the best traits were patience, patience, patience...&nbsp; Patience with everything.&nbsp; Take time to assess your unit before implementing any changes.&nbsp; See what works and what does not.&nbsp; Lean on your 1SG to give you the "no sh@t" about your unit.&nbsp; He/she is there to assist you and to provide you with the facts...good or bad.&nbsp; One thing that I remember very fondly is that behind closed doors is the time for you and your 1SG to discuss, argue, agree to disagree, etc., but once the door opens, the two of you are on the same the sheet of music.&nbsp; You are a uniformed front for the unit.&nbsp; Some of the best&nbsp;experiences of my career were when I was a 1SG.&nbsp; The relationship between a CO CDR and a 1SG is one, that is fostered correctly, will last a career, and even longer.&nbsp; Again sir, congratulations and good luck!!!
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MAJ Battalion Executive Officer
MAJ (Join to see)
>1 y
Great advice Master Sergeant! Thank you.
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SGM Chief Executive Officer (Ceo)
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>1 y
Good advice, Top! The best Company Commanders I worked with as a 1SG were the ones I had a very close, honest, and trusting relationship with. We listened to one another, took into account the interests and equities each of us had, and trusted one another to be open about any issues or problems we were having. I also made sure my commanders had a great relationship with my Battalion CSM. That was helpful to all three of us!

Both as a 1SG and BN CSM, I tried to make a point of having a short sit-down with the commander at the end of every day. We could bring one another up to date on what happened during the day, what we expected for the next day or two, and make sure we were in sync on what was happening.

Work together to do things that are good for troop morale - some cookouts, spontaneous softball or volleyball games when the training schedule allows, whatever you can come up with. Make sure you both have fun - this should be the absolutely best assignment of your careers! What great jobs these are, and you are really taking care of soldiers. This is where the rubber meets the road, and there is no better job and no better feeling in the Army, at least in my experiences.

So have fun, build a good, trusting relationship with your First Sergeant, lead your troops with rigor but with a good heart, and Drive On!
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SGM Chief Executive Officer (Ceo)
SGM (Join to see)
>1 y
I forgot one other thing I thought was important for my Company Commander as his 1SG. I was always the bad guy and I always let him be the good guy. The first Article 15 he had to give he was very nervous about it. I arranged a phone call with our JAG support officer, who told him everything was squared away and that I knew the process very well. I told him we would bring the Soldier in for the Cdr to read the Article 15 to the Soldier, with his Chain of Command standing with him. You would then dismiss him and give him 24 hours to seek any assistance of information and report back to you with evidence or witnesses to support his case, and advise you if you would accept the Article 15 proceedings are request a trial by court martial. I told him the Soldier's chain would have advised him to take the Article 15. When he reported back, he would tell you so. You would ask me first my thoughts on punishment. I would go for the maximums in ever case and talk about how bad the incidents were and how the Soldier had few redeeming qualities. He would next ask the Soldier's chain, who would say the Soldier had learned his lesson, and that the punishment should be more lenient to show a little mercy on the Soldier, ensure no monetary penalties hurt his family, and so on.

I told the Commander he would tell the Soldier he would take all this under advisement and for the Soldier to wait outside for his decision. The Soldier's chain and I would remain in the room and agree on the punishment. I would, of course, go along with the more lenient punishment so the Commander could demonstrate how he listened to the Soldier's chain and took their input very seriously, even over mine. I was the bad guy, the Commander was the good guy! The Soldier came in and got the news, left the office knowing his Chain of Command had supported him and swayed the Company Commander to their way of thinking, and wound up feeling pretty good about himself. The Commander still thought we were "railroading" the process by deciding in advance what the outcome would be. I told him if there had been any doubts about the facts, or if the Soldier had come up with some evidence none of us had heard before, we'd obviously have adapted to that new information, but we didn't anticipate that happening - and it didn't. This way, the process worked to everyone's benefit.

But always letting the Commander be the Good Guy will always be a positive benefit for the team, I believe.
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MAJ Bryan Zeski
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<p>Seems like everyone has covered the normal "property" and other aspects of command, so I'll just toss in my two cents as to my philosophy while in command:</p><p><br></p><p>In every decision you make - from UCMJ to who gets selected for waivers and tuition assistance-&nbsp;be sure that you can look your Soldiers - all of them - in the eye and articulate why you made the decision you did. 99.9% of the time you won't need to say why - heck, you never have to say why - but you had sure as hell have a reason for the decisions you make.&nbsp; Soldiers cannot question their leaders' decisions (typically), so it is imperative that the leaders question their own decisions first.&nbsp; </p><p><br></p><p>Listen to your 1SG.&nbsp; Listen to your Senior NCOs.&nbsp; Listen to your Junior NCOs. Listen to your Soldiers.&nbsp; Listen to your Commander.&nbsp; Listen to everyone, but never, ever cede the responsibility and ownership of a decision to any of them.&nbsp; Every decision you make is YOUR decision that YOU make - not because anyone told you to, or someone else thought it was the best idea.&nbsp; It's your Command - take charge and be the Commander.</p><p><br></p><p>When you screw up - and you will screw up - admit it, do what you can to fix it, and move on.&nbsp; Your Soldiers will respect you if you can admit when you're wrong much more than putting on the "I'm always right" attitude.</p><p><br></p><p>Take care of your Soldiers.&nbsp; We always say mission first, Soldiers always, but often we include all the stupid random BS that comes throughout the day as part of the mission.&nbsp; It's not.&nbsp; You have an actual mission - and scrubbing floors isn't part of it.&nbsp; You still have to do those other things, like scrubbing floors, but don't take away your Soldier's off-duty time to do it.&nbsp; There is MORE than enough time in the day to get that done.&nbsp; If your NCOs don't use their Soldiers' time wisely, then the NCOs should take care of the after-hours crap without the Soldiers.</p><p><br></p><p>Meetings.&nbsp; Never, ever, plan a meeting that requires your NCOs to attend after 1600 unless there is some serious stuff going on.&nbsp; Why?&nbsp; Because your NCOs are going to hold the Soldiers sitting around until after that meeting in case anything important comes up - and so you Soldiers are going to be sitting there until 1730 or 1800 for your stupid meeting to be over and so their Platoon Sergeants and Squad Leaders can put out some important, but not time sensitive, information at 1830.&nbsp; Don't steal your Soldiers time.&nbsp; Protect their time. Protect their FAMILY time.</p><p><br></p><p>Don't make your NCOs wait for you to come back to release the company if you have a 1600 or later meeting with the BN Commander.&nbsp; Same reasons as above - don't screw your Soldiers.&nbsp; </p><p><br></p><p>Get your crap done during the duty day.</p><p><br></p><p>Don't be a dick.</p>
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MAJ Battalion Executive Officer
MAJ (Join to see)
>1 y
Great advice Sir and very plainly spoken. I appreciate your candor and honest feedback. I know you are speaking from experience and that is exactly what I was looking for. Thank you for sharing your experience and the sound advice.
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1SG Patrick G.
1SG Patrick G.
10 y
MAJ Zeski is spot on, sir! I could keep on scrolling down through here and throw my $0.02 worth in at the end, but truth is, all those squared away MSGs and 1SGs above got it 'zactly right...and then Major Z showed up, with bases loaded and cracked it out of the park! Sir, choose the 'harder right' over the 'easier wrong'. Soldiers deserve good leadership. They WANT to be led! All my best to you and your 1SG!
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CPT Marc Serrá
CPT Marc Serrá
10 y
Best roll-up yet Maj Z. Wish I had your advice going into mine!
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CSM Charles Hayden
CSM Charles Hayden
>1 y
MAJ Bryan Zeski Meetings are still causing problems? I can remember one 'good' meeting. I can also remember waiting, waiting and waiting some more for time with the CDR, that is what finally drove me out!
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1SG Senior Maintenance Supervisor
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Sir, I'll be brief as my Battle MSG Stankovich has covered the basics.&nbsp; If at all possible attend the local CDR/1SG course together, the benefits are huge.&nbsp; You'll learn more about each other by observation in the class and discussions over lunch than you can learn in a month.&nbsp; Prepare to spend a lot of time with your 1SG, not all of it enjoyable.&nbsp; Some of it will be recalls for a "joe" doing something his Mom would be proud of. Some will be Red Cross message delivery, way unpleasant.&nbsp; Some will be ART 15 readings, which for me is some of the worst, because I always felt that I failed that Soldier somehow, irrational perhaps, but real for me.&nbsp; Some times you'll be on top of the world, your company will have just won some event, sports day,&nbsp;unit competition whatever and the pride, knowing that those are your Soldiers, is immeasurable.&nbsp; Overall Sir, it will probably be the best time in your&nbsp;career, even though sometimes you may want to throw things, and do.&nbsp; You will have, with your Battle Buddy, the opportunity to impact lives of young (and not so&nbsp;young) Soldiers in a way you will never have again.&nbsp; Best of luck Sir, and the best trait of&nbsp;any of my commanders, five of them, has been listening.&nbsp; Lastly Sir, congratulations, and make&nbsp;it fun!&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
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MAJ Battalion Executive Officer
MAJ (Join to see)
>1 y
Thanks 1SG. Great advice. I wish I could attend the CCFSC with my 1SG, but he is already in position and has about a year left until he PCSs. Either way I am looking forward to developing that command team and the rewarding experience that is command. 
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