"Welcome aboard, sergeant major".

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.

You maintain discipline by conducting formal and informal NCOPD [NCO professional development] classes, inspecting personnel and unit areas, and making on-the-spot corrections.

Professional Competence of Battalion NCOs. NCOPD is the most essential tool you have to shape the NCO Corps for the future. I want you to be involved with the battery 1SGs [first sergeants], ensuring their teaching, leading, counseling, advising and supervising of their NCOs is top notch. You will have a ripple effect when you train the 1SGs how to do their job and they, in turn, train the PSGs [platoon sergeants] who, subsequently, train the section chiefs and team leaders.

Education is what separates our Army from all others. You should emphasize continuing education. Keep the command informed on the many facets of the Army education program.

Personal development must be fostered and encouraged. You advise and guide our junior leaders on their career development. You should visit the post education center, MOS library, NCO Academy and other educational facilities to determine what services offered meet the needs of the battalion.

You and the NCO support channel are responsible for CTT [common task training] and testing.

NCO Assignments. You are responsible for the procedures of assigning NCOs and soldiers to the batteries and sections where they are most needed. You manage all NCO assignments.

I want to know of any changes involving SFCs [sergeants first class] and above, just to be kept informed.

All enlisted affairs are your responsibility--99.9 percent of the time I will support your personnel recommendations; however, there may be some unique circumstances where I need to intervene.

NCO Initiative. We must ensure our NCOs understand they have the freedom to use their own initiative in decision-making, training and other aspects of their duties.

Tempered with their own experiences, they will become credible leaders when they know and understand the commander's intent and have the necessary tools and resources. You help ensure they understand the commander's intent and have the resources to do their jobs.

We cannot allow a "Zero Defects" attitude to exist in this unit, except in the area of safety.

Training. The most important action a unit undertakes is training. You must be fully involved in advising battery 1SGs on all aspects of training: planning, coordinating, executing and inspecting. The essential ingredient to our success in training depends on the effectiveness of battalion and battery training meetings and the enforcement of very high standards.

Secondly, and also of great importance to me, is your personal involvement in the Sergeant's Time program. This is a critical event for us. You will put real meaning into this endeavor if you enforce high standards in planning and executing this crucial training.

I will enforce Sergeant's Time training with the passion of a zealot. Once the program meets your standards, invite me to inspect and observe.

Safety. This area is vital to me. Based on our past experiences, I know you will make strict enforcement of safety procedures a personal interest as well. I expect you to have zero tolerance in this one critical area. Everyone must be a "Safety Officer." No training event is worth the loss of a soldier's life or limb.

In addition, an artillery unit's reputation precedes it. A unit that can't shoot straight is dangerous and held up for ridicule. Our battalion must be safe and competent, technically and tactically.

Off-duty vehicle accidents kill too many soldiers. Often, if leaders had been involved, these tragedies could have been prevented. Let's keep our soldiers alive.

Administration. You advise the battalion staff and battery commanders and NCOs on how to establish sound and practical administrative procedures. You need to closely monitor the activities of the PAC [personnel administration center]. You advise me on all matters pertaining to the enlisted members of the battalion, to include monitoring the reenlistment program and bar to reenlistment procedures.

Additionally, I expect you to look into any complaints and report your findings and recommendations to me. Whatever the issue, you look into it and offer solutions or institute your own fix. Feel free to use me whenever you feel command emphasis is needed to solve problems.

You also will monitor NCOERs, ensuring the proper rating scheme is followed and all reports are correct, appropriate and submitted on time. I want your advice on senior rating NCOs and the proper comments to write.

You assist me in training the officers of the battalion in all aspects of NCOER management. I will ask you to give OPD [officer professional development] classes to our officers on emerging selection board trends and other aspects of NCO promotions and selections, NCOER writing, etc. Please be assured that I will put as much effort into writing an officer's OER [officer efficiency report] as he does his sergeants' NCOERs.

Furthermore, the awards program will need your oversight.

Lastly, yet of great significance, is the battalion command inspection program; we must ensure it remains a viable, effective endeavor.

Welfare and Morale. You need to be involved in maintaining the health, welfare and morale of members of the units and their families. All battalion leaders must promote a lifestyle that produces motivated and responsive soldiers who are fit to fight. We need to encourage healthy and wholesome lifestyles for our soldiers to strive for.

We also need to de-emphasize habits and activities that are unhealthy or hazardous. It's a shame when a young soldier takes up cigarette smoking or some other foolhardy habit. What is worse is when he takes up the bad habit by observing his senior leaders who have set poor examples.

You counsel all the enlisted personnel on all phases of Army life. You can enlist the aid of the chaplain, where appropriate. He has a wealth of resources that can benefit our families. You and the chaplain play a significant role in the lives of our families, establishing programs and offering varied opportunities that enable soldiers and their families to thrive.

Equal Opportunity/Human Relations. You ensure that all enlisted members of the command are treated fairly without regard to race, religious beliefs or national origin. Remain alert for signs of discrimination in any form, and report them to me immediately.

Our soldiers must be treated with dignity and respect; furthermore, they must acknowledge they owe the same treatment to others. I will not tolerate any form of discrimination.

Our young soldiers come from a variety of backgrounds and their cultural differences sometimes are unfamiliar to their fellow soldiers. However, they all must understand and adopt Army Values: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage. Our soldiers must live them every day-- and see them modeled by all their leaders, especially the NCO Corps.

Control of Drug and Alcohol Abuse. Endeavor to instill in the NCO Corps knowledge and awareness of drug and alcohol abuse that enables NCOs to instruct and counsel subordinates concerning the dangers of drugs and alcohol. Together, we must continually play down the traditional "machismo" attitude regarding alcohol and strive to eradicate drug use. These attitudes remain a plague on our Army and have a negative impact on morale and esprit.

The new drug "Ecstasy" is a growing menace. Be knowledgeable about it and on the look out for evidence of its abuse by our soldiers.

Physical Conditioning and Competitive Athletics. You help the batteries and the battalion staff plan, coordinate and execute the full range of organized sports, athletics and recreational activities.

Sports are an essential ingredient of team building. Too often these days, leaders do not appreciate the positive impact team sports have on their unit's morale. A winning sports team can make a good unit even better.

You must strive to develop the soldier as a whole person, one who is fit and willing to fight and wants to expend maximum effort to accomplish the unit's mission and his individual goals.

Visits to the Batteries and Offices. Independent of me, make frequent visits to the batteries as well as sections and offices throughout the battalion. Let leaders know what you saw and provide me a recommendation if something needs my attention.

You and the battalion NCO Corps are responsible for the appearance of all unit facilities. Visiting leaders form a "snapshot" opinion of our unit based on its appearance. One of your jobs is to ensure our headquarters reflects our unit's proud history and traditions as the home of professionals. You also ensure our barracks are maintained in such a condition that our soldiers are proud to call them "home."

Reception of Incoming Personnel. Make sure we have a solid sponsorship program. The reception and welcoming of new personnel is crucial. You must ensure NCOs are instructed in the proper techniques of making soldiers feel they are wanted and needed as members of the team.

Drill and Ceremonies. Although the Napoleonic Period ended nearly 200 years ago, soldiers still have requirements to march. Parades, changes of command and other ceremonies require soldiers to move in formations. Good units do all things well, including drill and ceremonies. I expect our formations to be a model of discipline.

You must develop and maintain a high degree of awareness of Army traditions, customs and military courtesy in the NCO Corps and ensure the battalion adheres to these traditions. The young officers, as well, will benefit from your training them in these matters.

I expect you to help me greet visitors and fulfill social obligations of the command.

"Command" in CSM. To help you discharge your duties and responsibilities effectively, you will play an active, authoritative part in the battalion. I consider you my right arm; you will be the only man in the battalion able to influence me to change my mind. I expect you to offer your advice, guidance and counsel.

My ideal CSM is the absolute epitome of dedication and professionalism in his appearance, knowledge, upholding the standards and concern for soldiers.

You are the finder and fixer of problems. You will know more about what is going on in the battalion than anyone else. Keep me informed of what is going on, both good and bad. Be totally honest with me about what I am doing, both good and bad.

You must enforce standardization across the board. This is central to all artillerymen.

Finally, feel free to discuss this document with me, including deletions, revisions or additions. This is not a contract--merely my views on what a CSM does in regards to making a battalion operate efficiently.

R. L Cannon

LTC, FA

Commanding

RELAIED ARTICLE: Sergeants

1. Know their soldiers and their character.

2. Know their soldiers' whereabouts 24 hours a day, seven days a week.

3. Are responsible for their soldiers' training and education.

4. Are responsible for their soldiers' appearance and demeanor.

5. Are responsible for the maintenance, accountability and security of their section equipment

6. Enforce standards by their own appearance, attitude and ability.

7. Live and instill Army values daily and set and enforce high standards of personal conduct.

Expectations of Sergeants. The most important expectation is the first.

Colonel Lawrence (Larry) H. Saul commands the 10th Mountain Division (Light Infantry) Artillery, Fort Drum, New York. He began his military career as an enlisted soldier in 1968 and was commissioned a Second Lieutenant in the Field Artillery via Officer Candidate School, Fort Benning, Georgia, in 1978. He commanded two battalions: 4th Battalion, 11th Field Artillery, and the Arctic Warrior Battalion, both in the 172d Infantry Brigade (Separate) in Alaska. He also commanded three batteries: two firing batteries in the 41st Field Artillery Brigade, V Corps, in Germany, and a headquarters, headquarters and services battery, in theist Battalion, 37th Field Artillery, also in the 172d Infantry Brigade. He has had seven tours overseas, including two with the British Army. He is a Vietnam veteran, serving as mortar Platoon Leader with the 18th Engineer Brigade.