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

2015-11-15T00:51:22-05:00

I am likely to be put into a Platoon Sergeant position when my pending promotion goes through.

I have been thinking about the metrics that I should evaluate during my initial months (Reserve position).

Some of the things I have:

1. Retention and promotion- where are the soldiers in the platoon in their careers.
2. APFT and HT/WT issues
3. Military Education and DMOS skill level; can the soldiers do their jobs and where do they need more training

I think one of the first things I would do would meet with my squad leaders and have a open, "no-bullshit" conversation about the company and platoon climate. Do they feel the unit chain of command and NCO support channels work; how is the communication up and down; if there is a PL, is that LT respected, experienced or right out of college and still learning the ropes.

I assume I will have some sort of initial session with the command team to discuss any issues, my ability in the position to affect change, and to have a frank discussion about my learning curve as a new PSG.

Any other advise from the experienced masses out there?

Response by PVT Robert Gresham made Nov 15 at 2015 1:15 AM

2015-11-15T01:15:15-05:00

1SG Private RallyPoint Member 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 !!

Response by CAPT Kevin B. made Nov 15 at 2015 1:41 AM

2015-11-15T01:41:50-05:00

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.

Response by MSG Private RallyPoint Member made Nov 15 at 2015 8:59 AM

2015-11-15T08:59:49-05:00

I believe you have a good list, I would make your number one last. Soldiers now days have an erroneous sense of entitlement without performing or pasing their basic standard evals, I.e. Weapons qual, APFT, SSD-1, height and weight. For a soldier those are the foundation elements they need. Promotions will come and go. Believe it or not, there is no such thing as an "automatic" promotion, specially if you properly counsel their performance and justify why a soldier should not be promoted at the time, whether it's lack of discipline, performance or basic inability to perform their job. You will sit down or at least should sit down with your 1SG and go through personnel reports every month, saying yay or nay to promotions, remember it needs to be justifiable and you need a plan of action to fix the problem. Don't hold a soldier back just because you don't like them either, I have seen that in the past and it's unethical. Ensure you coach counsel and mentor your NCOs. Your Squad Leaders will challenge you and test you, bottom line hold your ground accept positive input but let them know you are in charge. Work with your PL and Teach them as well, share the burden of tasks and don't do everything yourself, delegate to your SLs and share work with your PL. Be fair and impartial and be consistent in everything you do. It's easier to start strong and dial down than start weak and tune it up. Besides that it's a different experience for everyone and truly one of the best jobs you can have, believe me it's challenging but extremely rewarding. Good luck!

Response by SFC Ron Peck made Nov 15 at 2015 9:25 AM

2015-11-15T09:25:20-05:00

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.

Response by 1SG Cameron M. Wesson made Nov 15 at 2015 10:43 AM

2015-11-15T10:43:14-05:00

1SG Private RallyPoint Member 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

Response by MAJ Ken Landgren made Nov 15 at 2015 12:43 PM

2015-11-15T12:43:15-05:00

You and the LT, and NCOs take care of the soldiers and suffer with them.

Response by SSgt Alex Robinson made Nov 15 at 2015 1:01 PM

2015-11-15T13:01:26-05:00

Be the leader you always want to lead you

Response by SFC Jason Hodge made Nov 15 at 2015 6:02 PM

2015-11-15T18:02:34-05:00

Professional development, ensure that your soldiers get the opportunity to lead, succeed and fail, be there to assist in their learning an don't be afraid to learn from the younger soldiers, they have the latest and greatest info and skill in your MOS. First an formost, roll up you sleeves an train with them, don't find reasons to be in the office doing paperwork. Train your Lt, his career and the type of officer he or she becomes is based on your ability to be a mentor a well as supporter of their vision and to say when its right or when it wrong, you shape the future leaders of the army. You are ready for the challenge, if you weren't then you wouldn't have had the humility to ask for help from those that have already done it. The firs sign of a successful leader is the drive to search out what it takes to be that leader, you have done that. Good luck.

Response by MAJ Private RallyPoint Member made Nov 15 at 2015 8:08 PM

2015-11-15T20:08:00-05:00

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!!!

Response by SSG Clinton Cunningham made Nov 16 at 2015 2:28 AM

2015-11-16T02:28:40-05:00

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.

Response by MAJ Private RallyPoint Member made Nov 16 at 2015 7:01 AM

2015-11-16T07:01:07-05:00

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.

Response by 1SG Kenneth Talkington Sr made Nov 16 at 2015 7:01 PM

2015-11-16T19:01:58-05:00

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

Response by SFC Private RallyPoint Member made Nov 17 at 2015 7:14 AM

2015-11-17T07:14:53-05:00

The best I can tell you is, You can't do everything yourself.

Response by 1SG Private RallyPoint Member made Nov 17 at 2015 3:18 PM

2015-11-17T15:18:30-05:00

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.

Response by SFC Dave Hopkins Jr. made Dec 3 at 2015 12:47 PM

2015-12-03T12:47:24-05:00

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.

Response by SSG John Caples made Dec 3 at 2015 5:55 PM

2015-12-03T17:55:54-05:00

I wasn't in a Plt Sgt. Position, what I have seen past military career is the Pl needs to stay out of Nco's Business. No matter how mad you get never cuss other Nco's in the Plt. out in front of other solder's creates havoc and distrust among Plt. Sgt and Sqd Ldr's. That's happened to me in my tour of duty in the AMRY. Hooah NCO'S LEAD THE WAY

Response by MAJ Glenn Lasater made Dec 3 at 2015 6:36 PM

2015-12-03T18:36:51-05:00

1. Set the example.
2. Motivate your people to do things, not necessarily in their best interest, willingly, without fear of punishment.
3. Set the example.

Response by SGM David W. Carr LOM, DMSM MP SGT made Dec 3 at 2015 10:00 PM

2015-12-03T22:00:34-05:00

If it depends on what kind of platoon you will be in charge of. The easiest is a straight line unit. You need to select your Squad leaders and learn everything about soldier in your platoon. Delegate responsibility to your NCOs while always setting the example as the leader. I maintained a binder with standard individual folders with qualifications and personal information.

I did my platoon sergeant time in a COSCOM HQs were I had a number of Senior NCOs. So I had to be diplomatic in insuring I got people to complete required activities.

Response by SFC Rick H made Dec 3 at 2015 10:03 PM

2015-12-03T22:03:16-05:00

Greetings SSG- I'm retired Army- SFC after 24 years of service. In my experience, being a platoon Sergeant was one of the best, rewarding and most exciting and challenging jobs I ever had the honor of holding. Let us take your language and experience as you wrote!?

1. Your 1SG should introduce you to your new platoon as their new leader- this puts you in a certain place of leadership- power comes with experience. This action also demonstrates to your new platoon that your 1SG respects you and this is an excellent way to begin a new leadership position.
Retention and promotion- where are the soldiers in the platoon in their careers.
2. APFT and HT/WT issues

2. Meet with your new squad leaders in private very soon after you take charge- keep your requirements short, simple, to the point and absolutely. never preach and never talk to just talk. Ask your squad leaders to introduce themselves- ask what they already know about their soldiers and what their future and immediate goals are?

3. Military Education and DMOS skill level; can the soldiers do their jobs and where do they need more training

3. Regard to education- never preach about something you have not accomplished yourself!
I always gave my soldiers- squad leaders included, two (2) hours Army time and two (2) hours their own time for college.
NCOs job is to take care of their soldiers so, take your heart out of your chest before you leave the house for PT- be hard but fair. Also important, if you have a platoon leader- young LT., keep that LT informed- the two (2) of you should be like brothers or brother and sister- depending.

Finally, important to remember- always do and know your job inside and out- your LT should never feel he/she needs to do your job!
Also important- its not difficult to reduce a soldier in rank or just kick a soldier to the curb- its more difficult to counsel your soldiers, try to get inside your soldiers head and guide them in the correct direction. Folks really want to do the right thing the first time, we only begin cheating or cutting corners when we lose focus, when we feel our leaders really don't care and just want the issue over.

I think one of the first things I would do would meet with my squad leaders and have a open, "no-bullshit" conversation about the company and platoon climate. Do they feel the unit chain of command and NCO support channels work; how is the communication up and down; if there is a PL, is that LT respected, experienced or right out of college and still learning the ropes.

I assume I will have some sort of initial session with the command team to discuss any issues, my ability in the position to affect change, and to have a frank discussion about my learning curve as a new PSG.

Response by MSG Private RallyPoint Member made Dec 20 at 2015 11:23 AM

2015-12-20T11:23:50-05:00

Try to get a copy of the UMR, and whatever "metrics tracker" the Command uses.

MEDPROS, PHA, and other personal readiness metrics like to sneak up on Soldiers, and the Command.

Try to lay out a calendar to track these items and NCOER counseling dates/due dates.