What are some things to look for as a New Platoon Sergeant?

2014-03-16T22:44:24-04:00

I have just taken over the Platoon as the Platoon Sergeant. This is my first time ever being a Platoon Sergeant. What are some of the things to look forward to as a Platoon Sergeant. Any advice or pointers would be helpful.

Response by SFC Private RallyPoint Member made Mar 17 at 2014 6:55 AM

2014-03-17T06:55:47-04:00

Mentorship from above. While I served as a PSG my 1SG and CSM was always giving me pointers.

Response by CSM Michael J. Uhlig made Mar 17 at 2014 7:24 AM

2014-03-17T07:24:10-04:00

Standards and discipline, Be-Know-and Do it in everythig!  Understand that as you lead your Soldiers, you have 44 sets of eyes watching you, watching ewverything you do and following your example.  Know your SOPs and enforce Troop Leading Proceedures and the 8-step training model.  Ensure you know and conduct PCCs and always, always do your PCIs before leaving the motor pool.  Do not be too proud to ask your peers how they do something, or to collaborate to make a training event better for both platoons.  Seek counsel directly from your 1SG and CSM, they have a vested intrest in your success.  Live the Creed and you will do fine.  Do not forget to talk with your Soldiers, you LEAD them but you did not LEAVE them!

Response by SFC Private RallyPoint Member made Mar 17 at 2014 3:49 PM

2014-03-17T15:49:50-04:00

As CSM Uhlig said, standards and discipline. Make sure that you give everyone your expectations, both verbally and by initial counseling, and do not move to the left or right on them. If you bend the rules for one Soldier, then you have to bend the rules for the rest or you'll be showing favoritism. Outline your expectations, stick to your guns, and don't be afraid to be the bad guy. Earning respect as the Platoon Sergeant is way more important than earning new friends.

Response by GySgt Private RallyPoint Member made Mar 17 at 2014 5:57 PM

2014-03-17T17:57:45-04:00

I loved being a Platoon Sergeant! Being that Marine who assists in the training, deployment, and tactical employment of the platoon while advising the Platoon Commander on all issues of discipline, morale, and welfare is very rewarding and will keep you busy. I enjoyed being able to play a positive role in the growth of personal and professional development of each Marine. Increasing war fighting capabilities, turning boots into leaders, and fine tuning the NCO's is great, you are like the father of a ginormous family. Set high standards and be an example of it, and perform possitively in a way where your men will want to emulate you. Stay motivated and motivate!

Response by SFC David Howell made Mar 18 at 2014 8:41 PM

2014-03-18T20:41:59-04:00

One thing that made a huge difference for me is communicating all the way to the lowest level. I always let my squad leaders handle their business, but I would have a platoon meeting every week without the squad leaders so the soldiers would tell me what they were really thinking. I also did things to give them a little time off if they worked hard and did a good job. If soldiers know you are not going to waste their time they will work better. Congratulations and best of luck to you. Keep asking questions and be a teachable NCO.

Response by LTC Private RallyPoint Member made Mar 18 at 2014 9:17 PM

2014-03-18T21:17:56-04:00

Know your Soldiers...not just them, but something about their kids, wife, etc. Ask them randomly how their kids/wife are doing, etc. Know the status of everyone in your platoon - back in the day every NCO carried a Leader's Book with a data sheet of every Soldier. Support and mentor your Platoon Leader - give him/her the chance to make mistakes and learn from them.

Have fun...and take care of your Soldiers!

Get with the 1SG to get his expectations of what his PSGs should and should not do!

Response by SFC Private RallyPoint Member made Mar 24 at 2014 6:30 PM

2014-03-24T18:30:23-04:00

As a PSG you have no days off, as you have just stepped into it know that you're being watched and many hold you as the example. If it's duty time ensure your squad leaders have your Soldiers busy with Task, Condition, and Purpose. Don't just tell them to do the work express to them why it's important. Understand your BNs METL and mission and how your CATS meet the commands METL, and practice these using SOPs and TLPs. Be able to build your concept of support if required and fuel your PL to be a hard charger;l you should have full thoughts understanding 2nd and 3rd tier effects of your decisions. You are in charge of their training so dont be timid to ask the BN S-3 and your company for additional end items and support. Ensure you are ready at training meetings to meet your tasking and assemble a training matrix to cloud any white space on your calendar. Check on your troops in all environments and remember follow up is key to any counseling. If your rating NCOs, tell them clearly what you expect of them and get them to back brief you on your expectations, so much is lost with communication.

Enjoy yourself above all. You are a leader, coach, mentor, and trainer of tomorrow's Army, so setting the correct example is rudimentary to our success.

Response by SFC Private RallyPoint Member made Apr 2 at 2014 11:58 AM

2014-04-02T11:58:11-04:00

My job as PSG was dealing with Soldiers issues/Problems. Just keep the LT away from the guys and you work close to your squad leaders and make sure their Soldiers are doing their job. Tell the LT to work on the logistics and try as hard as you can to work well with your LT. If you have an LT who graduated from West Point or maybe not, let him know that you know your job and if he needs something done to just come to you and you pass info down. Just my opinion but your the PSG you handle your guys Cat. Good Luck.

Response by MAJ Robert (Bob) Petrarca made Nov 12 at 2014 9:51 PM

2014-11-12T21:51:45-05:00

Don't be too hard on your platoon leader, especially if they're a brandy-new 2LT. Be patient, be kind and take them under your wing.

Response by 1SG Brian Adams made Apr 23 at 2015 6:28 PM

2015-04-23T18:28:04-04:00

The first most obvious thing to look for, is the fact that you will work for the first time with an officer. Normally it will be a 1st Lt. Be sure to do initial counseling on your squad leaders. This will help you get a read on them, their strengths and weaknesses, and personal life outside of the military.
Pull all PT cards and Range cards to see if they are updated. Get to know your troops with horseshoe talks. Always be in command and control mode. But at the same time, let them know you have their back! Always lead by example...
Good luck!

Response by MAJ David Vermillion made Jul 30 at 2015 9:17 AM

2015-07-30T09:17:44-04:00

1) Set the stage by the way you look, be sharp and speak with authority.
2) Tell them what your standards are and what you expect of them.
3) Let them know we can resolve any issue together.
4) You are the Plation Sergeant and not their friend.
5) Enforce what to say and above all, be a great example. Be what you want them to be.

Response by SSG Private RallyPoint Member made Jul 30 at 2015 9:45 AM

2015-07-30T09:45:18-04:00

Getting yelled at a lot. Not because you suck, but because of Murphy's law.
Getting very acquainted with the UCMJ and the post legal team. Becoming a phenomenally smarter and wiser leader. Learning to read and predict soldiers actions quicker. Becoming (you should) more organized and build ways to track mountains of information.

Response by CW4 Private RallyPoint Member made Jul 30 at 2015 10:51 AM

2015-07-30T10:51:44-04:00

To echo great advice from proven leaders such as CSM Michael J. Uhlig and 1SG Brian Adams First off, congrats. Be humbled because some 1SG believes that you can train and take care of Soldiers. Being a Platoon SGT is an extremely rewarding experience. Don’t forget where you came from. A short time ago, you was a squad member and then a squad leader. Remember all the issues, concerns and heartaches that you had at those levels. Practice empathy not sympathy. Remember, taking care of Soldiers is not coddling them, but it is the ability to keep them safe by providing them realistic and competent training to keep them safe while performing their MOS duties and while serving in combat. Ensure that you are there with them every step of the way whenever you are not with the 1SG. Don’t ask them to accomplish any tasks that you are not willing to do. Develop a strong bond with your fellow Platoon SGT’s. Develop a strong bond with you Platoon Leader. Train you Platoon Leader, but remember that you work for the Platoon Leader. A good Officer will realize that your experience is truly valuable and they will listen to your advice and mentorship. A Platoon SGT and Platoon Leader should be connected at the hip as a unified team. Know your regulations and enforce them. Basic Military standards are lacking these days and we need young Platoon SGTS to enforce the standards and to develop even younger squad leaders for the future. Being a Platoon SGT was one of the best jobs that I had in the Army. Good luck and give them hell.

Response by SFC Joe S. Davis Jr., MSM, DSL made Jul 30 at 2015 1:57 PM

2015-07-30T13:57:55-04:00

Well one good thing to look out for when I go on a job, (PSG) is who is on your team, I mean who is against you, who is for you and who are the team players/ go to Soldiers. I always did a 30 day assessment and a 90 day to see what's working and not. Always watch your 12 and 6, don't forgot about the flanks 3/9. Take charge and lead by example Platoon Sergeant. NCOs take charge.

Response by MSG David Johnson made Jul 30 at 2015 2:50 PM

2015-07-30T14:50:01-04:00

Don't expect them to do anything you wont, or can't do, within limits.
As SFC Davis mentions is assessments, do a 30 day, or 90 day.
One thing I would do is have the plt split and and do a controlled 'bitch' session, the senior E4 is in charge of the E1-E4's to keep the stupid stuff from bogging the session down. There's another name for this but it escapes me at the moment. Same with the NCO's, the senior Squad Leader keeps control.
Myself and the PL would leave them for a specific time, when the time was up we would gather the platoon and go over every point and give the troops answers to their questions.
It gave the troops a sense that their issues we're not being dismissed out of hand. During MOB this helped quite a bit, especially when the schedules changed constantly.
While deployed I would go to the daily leaders meetings then go over the stuff that pertains to them. Then they started hearing stuff from guys in other plt's and start asking why they didn't get the info. This went on for awhile until it started causing issues within the plt.
The fix I came up with for this was fairly simple, each squad would pick a rep to go the leaders meeting. The commander liked this process and authorized it anytime unless it was a classified brief.
After the meeting the 3 squad reps would give the briefing to the platoon. Afterward the Soldiers would have to answer why a certain piece of information needed to be passed along, did it pertain to the plt? If so, why? If not, why did they put out the info, they would have to give their reasons.
After the sqd reps gave their briefing I would give mine. The Soldiers we're then given the chance to ask why I didn't pass along some piece of info.
This helped to keep the squad informed and they could understand why a different platoon was getting other info.

This is something that worked for me and helped keep a tight plt. I was deployed as the platoon leader and had an E6 as a PSG, so I got to see both sides and helped me train an LT when went finally got one in.
As a PSG you may be called upon to take over as the PL, and keep the plt running at top form.
These are some of the little things that you don't hear much about in BNCOC, or ANCOC, or whatever they are called now.
There has been a lot of good info passed along here on this forum, you need to find out what works the best for you, you may become a hybrid of several different leadership styles.
But the most important thing I can say is this, the Soldiers in your platoon belong to you, the LT is just borrowing them. Make sure you know the care and feeding of YOUR Soldiers.

I hope my thoughts here will be of some help.

Response by MAJ Ken Landgren made Jul 30 at 2015 5:05 PM

2015-07-30T17:05:10-04:00

You are the belly button for the platoon. Guide and work with the PL. Your landscape is the whole platoon, but delegate the responsibilities to the Squad Leaders and make sure they take care of the troops, mentor, and train them. It helps to create an excel spreadsheet of frequently called numbers. Use TLPs for complex problems. Once you set these things in place, your platoon will become a machine that has inertia and is self regulating. Don't be a toxic leader or micromanager. Micromanagers should be shot, quartered, and sent to the 4 corners of the country. Don't forget to say good job and thank you. I ramble......

Response by MAJ Ken Landgren made Jul 30 at 2015 7:16 PM

2015-07-30T19:16:58-04:00

I suggest you create a leadership philosophy. It's good at tweaking what you find important. I can post mine if you want.

Response by 1SG Cameron M. Wesson made Jul 30 at 2015 11:48 PM

2015-07-30T23:48:57-04:00

SSG Private RallyPoint Member you have a great deal of advise below... which I will not try to duplicate... however, I'll share the following.

1. TC 7-22.7, Noncommissioned Officer Guide is a great tool. Within its pages you find the following... "While “Platoon Sergeant (PLT SGT)” is a duty position, not a rank, the PLT SGT is the primary assistant and advisor to the Platoon Leader, with the responsibility of training and caring for Soldiers. The PLT SGT helps the commander to train the Platoon Leader (PLT LDR) and in that regard has an enormous effect on how young officers perceive NCOs for the remainder of their career. The PLT SGT takes charge of the platoon in the absence of the PLT LDR and is involved in the company mission essential task list (METL). PLT SGT teach and train collective
and individual tasks to Soldiers in squads, crews or small units." Take this to heart... and understand what it is saying.
2. This is the first time that you are not in the Chain of Command... but in the NCO Support Channel... don't undermine your SL's... nor your PL. Be the Sage and sharer of knowledge.
3. You are the NCO that all the soldiers in the platoon will either want to emulate if your lead by a good example... or they will use you as a negative reinforcement of what not to be.
4. Be a continual learner... don't think because "you made it" it stops there... oh no.. the fun has just begun.

Lastly... I would ask that you read two articles I wrote for the NCO... linked below. They might be of some help....

You are already doing that right thing by asking for advise... but the truth is... advice is free... Implementation is a bitch.

best regards and good luck

Cam

http://ncojournal.dodlive.mil/2013/10/04/the-nco-army-leader-servant-leader/

http://ncojournal.dodlive.mil/2013/11/26/ncos-training-lieutenants-one-at-a-time/

The NCO: Army leader, servant leader | NCO Journal

Servant leadership and the servant leader are powerful sources of inspiration in our Army today, and examples can be seen throughout time. Servant leaders,

Response by SSG Private RallyPoint Member made Aug 1 at 2015 6:27 PM

2015-08-01T18:27:26-04:00

Here is some great advice. I would add care about the people you work with.

Response by SSG Private RallyPoint Member made Aug 2 at 2015 1:16 PM

2015-08-02T13:16:26-04:00

Listen to your Soldiers, delegate when needed, be the Soldier/Leader that you want them to copy. Don't be afraid to look to your Soldiers for help(especially if it's something that they know more about). Ask questions (to get them the answers they need as well as getting the answers you need).

Response by SSG Vincent Jackson made Aug 2 at 2015 10:17 PM

2015-08-02T22:17:33-04:00

One thing is to remember, always professional and continue to respect the concerns of your peers as they will respect you, and give support to you, things will take time adjusting to platoon leadership, enjoy the challenge and congratulations.

Response by SSG Private RallyPoint Member made Aug 27 at 2015 8:00 AM

2015-08-27T08:00:17-04:00

Biggest thing!!!! I have 52months as a toooon SARNT!!!!! Other than all the text book answers, and all that other stuff that you should already know. LEARN TO SAY NO!!!!!!!!!when I was new to the game it took me a minute to realize it but, you can very easily be tasked with so much bull rap that it effects your training time. I wanted to be the platoon the the unit can depend on and gets everything accomplished. Well when it came time to have my certifications verified, I had to jump through hoops to get my platoon trained with very little time. I realized that after a while the other toooon sarnt's realized that I took all the taskings and took advantage of that. After I woke up I realized I was working my guys to death and the other platoons had all the time in the world. Now!!! Here is how you fight it properly. Use a troop to task!!!! For everything!!!! Have a platoon roster and task every one of your soldiers on it. Allow recovery times for every Soldier and allow for adequate training time. I used a green Amber red cycle method. You can't say no to everything. But training your soldiers is the most important. Lay out your training plan for each element, task them on training on a monthly troop to task. Then off of that create a weekly. Send them both to 1SG. BE CONSISTENT!!! With these troop to tasks. Then every evening before you leave work, do your daily troop to task for the next day. Except the taskings you can afford and say no to the rest. When you're out of Soldiers then you're out of Soldiers!!! When you say nope, can't do it! Then show your troop to task, explain it, and say see!! Out of people. If you say nope, can't do it! And can't back it with a troop to task, then guess what? You're doing it!!!! That's the best advice I got. First year was rough u till I learned that from CSM Paris Williams. Other than that? Ask for help. If another TOOON SARNT is good on a comp and you suck at it then make a deal. If you handle this then I'll do this for you. That helps to create the TOOON SARNT mafia lol. There you go!!! My best lessons learned

Response by MAJ Ken Landgren made Aug 27 at 2015 12:24 PM

2015-08-27T12:24:48-04:00

You delegate responsibility to your NCOs and make sure they know you are the boss. E-5s task is to take care of the soldiers. Squad leaders task is to take of the squad. Your responsibility is to your platoon and the platoon leader.

Response by CW2 Private RallyPoint Member made Sep 26 at 2015 8:28 PM

2015-09-26T20:28:36-04:00

There is a lot of great advice given for your question. The biggest issue is to cover the baseline, which is counseling your junior NCOs. That initial counseling will be crucial in letting your NCOs know what you expect out of them. This is one of the biggest issues I see a lot of Leaders failing to do and if we don't counsel our guys then we are failing them and ourselves.