Posted on Feb 16, 2014
1SG Charmaine R.
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What leadership challenges were the most difficult?  Myself and few others came together to develop Diamond Wearer, a FB Forum centered on mentoring one another through those challenges.  The group is solely for Army 1SG's or SGM's and CSM's looking to mentor. I've witnessed one to many First Sergeants removed from their positions either because of a lack of knowledge or support.  Join us!

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MSG Phil Herndon
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My hardest job is being transparent in all actions.  Sometimes the Soldiers may not see the tiny little differences that make a difference when punishing two people differently for the same offense.
I also try to enable leadership by allowing the NCOs at different levels in the company to use the regs not just as an inflexible guideline, but also a developmental tool.  That often leads to Soldiers that see different actions being punished differently.  As long as the leaders have let me know their actions, I can keep the rest of the Soldiers informed.
After that, the next most difficult thing is to ensure that the platoon leadership enforces one standard, not three.
The last of my hardest challenges is to not let the officers come through and mess up my hard work by trying to be a friend, not a leader.  Steering officers is like herding cats.  A near impossible task with little reward, yet if not done, they will come through and unravel the best of plans.
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1SG Brigade Security Manager
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Great points 1SG.
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1SG Steven Stankovich
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When I had my Diamond, we had a very tight group of 1SGs in my BN.  This was critical for many reasons.  One of those was the fact that we could go out to breakfast, or sit together in one of our offices, and talk about things.  We could bounce ideas off of one another and even vent about issues.  It was both beneficial and therapeutic. 



Some of the challenges that I had were balancing the Company missions along with the various courses and personalities.  My Company consisted of almost 600 folks that included all BN Staff, four Courses worth of NCOs and WOs (cadre) and a large DAC and Contractor instructor population.  I also had a MOS producing school in my Company where the students ranged in rank from SPC(P) to LTC.  It was a very diverse Company.  The challenging part was getting a pulse on each of the entities and developing ways to maximize their strengths and mitigating their weaknesses.  I also learned a great deal about the nuances that arise between Military and Civilian instructor pools...both real and imagined. 



I leaned on my fellow 1SGs, a few peers from across our BDE and regularly talked to CSMs and SGMs that have mentored me along the way.  1SG time was the best time of my career.  It is definitely not a "one person show" and I am thankful for those that helped me along the way. 

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SFC James Baber
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That would have been a nice page for me a few years back, during OIF III, I served as in a 1SG position while a E6, and then again as an E7 just before I retired. The biggest challenge other than the norms for most in that particular leadership position was the maltreatment and disregard I received from other 1SGs in the BN/BDE because I was only an E6, I was told an E6 couldn't be frocked, but I still did the job with great praise, and got a 1/1 on my NCOER and had promote now and send to ANCOC immediately out of it. The other time as an E7 was frocked so there were no issues, but still a learning curve on both occasions.


I would actually be interested to view the page, but probably wouldn't be accepted being retired and only an E7 when I walked out the door, as I would like to check it out and possibly recommend it to many of my E8/9 friends that could benefit from and contribute to as well.


Thanks for sharing, I have done my best even in retirement to continue to mentor and share here on RP as well.  Good luck.


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