Communication and the Future CSM
By Sgt. Maj. Albert V. Turner
2nd Infantry Division
October 15, 2021
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A unit’s success in the U.S. Army can be a direct
reflection of the relationship built between its
Soldiers and their command sergeant major
(CSM). Unit CSMs are looked upon to share experience,
mentor subordinates, and push their units
to achieve mission goals. This is only possible by
building a relationship of trust and communicating
effectively across a broad spectrum of responsibilities.
Only through positive and effective communication
can CSMs influence the climate and continued success
of their organization. The problem is that not every
CSM is a naturally gifted communicator or has had
the same resources throughout their life or careers to
become great at it. This article proposes using a new
tool in conjunction with a mentorship program and
communication classes within the noncommissioned
officer (NCO) career pipeline as a way to increase
graduation rates and produce great leaders capable of
communicating through every echelon.
Role of the Command Sergeant Major
The role of the CSM as the senior enlisted advisor
and backbone of the NCO corps began in 1967 (Mages
et al., 2013). As the unit commander’s principal advisor,
talent manager, and overall leader in the Soldier training
and development, the battalion CSM must communicate
effectively along all levels of the organization.
Battalion CSMs affect the command climate through
two separate but important areas of responsibility: battalion
commanders and the Soldiers under their command.
Supporting the Battalion Commander
Considered the commanders' right arm, CSMs serve
as the bridge between a unit’s command team and its
Soldiers. CSMs support the commander by communicating
the organization's shared vision. According
to Maj. Christopher Ford, “Leadership cannot occur
without communication between the leader and the
follower” (Ford, 2015, p. 1). Clear communication and
trust build a team first atmosphere which fosters a positive
command climate.
Serving the Soldiers
Respect, selfless service, and integrity are strong
organizational values that directly affect an organization's
climate. Battalion CSMs should find time to
engage with their Soldiers. Transformational leadership,
often regarded as the most effective leadership
style for leading troops, involves caring for Soldiers
holistically, to include their values, goals, aspirations,
and long-term development (Horval, 2020). This is
accomplished through consistent and open lines of
communication.
The Problem
Effective communication is important and stressed
throughout the Army, even down to the doctrinal level.
Field Manual (FM) 6-22: Leader Development states,
“Written directives, verbal communications, and leader
actions all provide indications of how a leader influences
others” (Department of the Army, 2015, p. 3-9).
Unfortunately, most Soldiers join the Army right out
of high school and do not inherently possess mastery of
basic written and oral communication skills. While this
is a current obstacle, it can be overcome through early
identification and extra skill work.
Solution
The first portion of the solution
is to use the Army’s new leader
self-development tool, Project
Athena, which uses assessments
and feedback to build self-awareness
and promote self-development
through multiple learning
resources (Center for the Army
Profession and Leadership, n.d.).
The tiered assessments build upon
each other and are commensurate
to the level of professional military
education (PME) throughout
a Soldier’s career. Critical thinking
assessments focus on cognitive
processes, while others measure
personal and professional traits
and their direct influence on leadership
and communication. These
assessments serve as a strong foundation for developing
senior NCO communication skills at critical
points throughout their careers.
According to Center for the Army Profession and Leadership:
Adding to the Army’s culture of assessments, Project Athena uses batteries of assessments to increase a Soldiers self-awareness of leadership skills and behaviors, cognitive abilities, and personal traits and attributes. Assessment batteries are strategically selected to compliment the leadership skills being developed at a number of Army schools. (Center for Army Profession and Leadership, n.d., para. 3)
While self-awareness and long-term development
is crucial for Soldiers’ careers, the Army should also
provide a mentorship program where higher-ranking
mentors outside the chain of command could help develop
leadership and communication skills, preparing
Soldiers for their next rank.
Finally, the Army has put a greater emphasis on
writing as Soldiers progress through each level of PME.
This culminates at the Sergeants Major Course, where
Soldiers are expected to write effectively at a college
level. The unfortunate truth is each Soldiers’ level of
preparedness varies due to life circumstances or high
operational tempos. Based on the Project Athena
assessments or mentor feedback, the Army can identify
Soldiers who are not quite prepared for the next level of
PME writing and offer them a communication preparation
course. This could be done online and can be
offered with each level of PME.
Furthermore, restructuring academic hours from
practical exercises to individual communication development
during each semester affords instructors the
time to work directly with students while pairing others
based on ability. Holistically, this three-tiered solution
will better prepare Soldiers to complete and graduate
their PME courses and make them master communicators
and leaders by the time they reach the CSM level.
Conclusion
By leveraging Project Athena, the U.S. Army can
lean forward in establishing an effective communication
base for future CSMs. The self-awareness, mentorship,
and self-development opportunities allow senior
NCOs to focus on effective communication techniques
and establish positive organizational climates. Great
communicators will lead and develop great Soldiers.
References
Center for the Army Profession and Leadership. (n.d.). Project Athena leader self-development tool. https://doi.org/10.1097/HTR.0000000000000481
Department of the Army. (2015). FM 6-22: Leader development. https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/fm6_22.pdf
Ford, C. M. (2015). Army leadership and the communication paradox. Military Review. https://www.armyupress.army.mil/Portals/7/military-review/Archives/English/MilitaryReview_20150831_art014.pdf
Horval, S. (2020). Purpose, direction, and motivation. NCO Journal. https://www.armyupress.army.mil/Journals/NCO-Journal/Archives/2020/August/Purpose-Direction-and-Motivation/
Mages, R. M., Gillespie, M. F., Kelly, M. B., Elder, D. K., Hawkins, G. R., & Pierce, P. E. (2013). The Sergeants major of the Army. Center of Military History. https://history.army.mil/html/books/070/70-63-1/CMH_Pub_70-63-1.pdf
Yudin, S. (2021). People first: PMCS your Soldiers. NCO Journal. https://www.armyupress.army.mil/Journals/NCO-Journal/Archives/2021/April/People-First-PMCS-Your-People/
Sgt. Maj. Albert V. Turner is a recent graduate of the U.S. Army Sergeants Major Course (Class 71) and currently serves as the operations sergeant major for the 2nd Infantry Division Fire Support Element in Camp Humphreys,
South Korea. He previously served as first sergeant of Headquarters and Headquarters Detachment, United
States Army Fires Center of Excellence, Fort Sill, Oklahoma. He holds a Bachelor of Science in Information Technology
Management from American Military University
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