"Welcome aboard, sergeant major"

FA Journal, May-August, 2002 by Lawrence H. Saul

Undoubtedly, the most important interpersonal relationship in any battalion is that of the commander and the command sergeant major (CSM). As the two most senior leaders in the battalion, they will have nearly a half century of experience between them.

The battalion commander and the CSM are both well-intentioned and wish to lead the unit successfully. Together, they set the day-to-day climate of the unit. This relationship will be crucial in establishing and enforcing standards of combat readiness, training, morale and discipline for the unit.

Perhaps the most challenging task of a battalion commander is establishing terms of reference for the newly assigned battalion CSM. There are a number of areas in which the battalion commander and CSM must focus their attention. Clearly, training, maintenance and other readiness-related issues are critical; however, there are fundamentals that require routine review and emphasis. Some of these are leadership and discipline, expectations of sergeants, the development of junior leaders, safety and other topics.

The following is an open letter from a battalion commander to his newly appointed battalion CSM, proposing terms of reference for day-to-day operations of the battalion.

Dear Sergeant Major:

I fully understand the duties and responsibilities of the Command Sergeant Major are numerous. With your vast experience, I expect your greatest contribution to this unit will be upholding and enforcing standards and providing all our soldiers outstanding leadership by your living example.

The CSM seeks out problem areas and takes corrective action, instills discipline and obedience by setting the example and is a doer as well as an advisor to the commander. This is the obligation of the senior NCO Corps; furthermore, it is mandated in Army Regulation 600-20 Army Command Policy.

I firmly believe that, next to me, you will have more impact on this battalion than any other NCO or officer.

Expectations for Sergeants. It is important you know what I expect of sergeants. I have seven key expectations of sergeants [see the figure]. Perhaps the most critical of these expectations is for a sergeant to really know his soldiers--to have a detailed knowledge of their talents, abilities, strengths and weaknesses.

Each sergeant must maintain a data bank of key information on his soldiers. This information includes weapons serial number, qualification date and score, PT [physical fitness] test date and score, uniform and boot sizes and the date of the soldier's last NCOER [NCO evaluation report]. Additional but also important information is the soldier's marital and family status, where his family lives, the condition of his quarters, the quality of the local schools for his children and so on.

Of course, you recognize this data bank as the "Leader's Book." Sadly, many units no longer maintain such leadership tools.

Promoting and Developing Soldiers. You and the other senior NCOs are fully responsible for identifying and selecting our future leaders. This is an awesome task; the perpetuation of the NCO Corps rests upon your shoulders. You know the process. You will "be training your replacement."

I am confident you will establish a system that identifies, produces and develops junior leaders to meet the needs of the battalion. I think you will agree the most important requirements for promotion are MOS [military occupational specialty] knowledge and the demonstrated potential to do the job the young leader would be promoted into.

In addition, you are responsible for the conduct of all promotion boards, ensuring they are fair, yet selective. I know you will maintain high standards and that only the best qualified soldiers will be selected for promotion. We cannot afford to have unqualified personnel promoted.

Leadership and Discipline. You are key to maintaining esprit de corps and discipline, focusing on the areas of dress, military bearing and conduct of the enlisted members of the battalion.

You shape the emerging sergeant by allowing him, early on, to lead and train soldiers. Develop a program that helps troops prepare for PLDC [primary leadership development course] and other leader developing schools. Inform soldiers about the many positive professional benefits of attending Ranger School and competing for the Sergeant Audie Murphy Club or the Sergeant Morales Club and other programs.

You know the critical task of teaching the art of leadership. Our newly promoted NCOs, who were just recently specialists, have much to learn. With your years of experience, you are best positioned to ensure they learn the right things.

To ensure the proper development of budding sergeants, they must have the opportunity to learn and grow in a positive, non-threatening environment. As the CSM, you help establish that environment.

Ensure all NCOs employ proper leadership and supervisory techniques. This will require routine oversight on your part.

Discipline has been defined as "doing the right thing, when no one is watching." Discipline also is behaving in a proper, professional manner at all times. When it comes to UCMJ [Uniform Code of Military Justice] punishments and other adverse personnel actions, I will seek your advice and recommendations on these matters. You will play a key role in this process.