In the last few years, I have heard numerous discussions on what an Operations Sergeant Major (OPS SGM) actually does at the battalion level.  Doctrine provides some guidance but truthfully, it is minimal, which could be good or bad depending on the organization, the leaders in the organization, and the OPS SGM. The purpose of writing this article is to offer my thoughts and lessons learned throughout my ten months in the position for two different organizations. It is my hope that it could help a future Sergeants Major along with his or her field grade counterpart and the Battalion Commander in the garrison environment. 

Garrison Responsibilities 

The few doctrinal references for an OPS SGM focus on the Main Command Post (MCP) and outline some duties and responsibilities. Outlining tactical and field duties is important but the organization spends minimal time in the field throughout the course of a fiscal year. It is important that the S3 and the Battalion Commander outline clear duties and responsibilities in the garrison environment with the OPS SGM’s feedback.  The areas that I believe the OPS SGM is responsible for are taskings, schools, current operations (CUOPS), DTS, DTMS, S3 manning, Weekly FRAGO, S3 rating scheme, and staff NCO integration and development. 

The Staff 

A complaint I have often heard is the XO does not have a dedicated senior enlisted advisor. While the Command Sergeant Major (CSM) is often the clear choice, I feel that the OPS SGM can be that person for a few reasons.  First, the obvious reason that they will both work with each other more in the main command post (MCP) than the CSM and the OPS SGM’s counterpart, the S3.  The OPS SGM and XO both own staff duty operations and the staff duty roster.  Lastly, my argument against the CSM is that he or she has a lot more meetings and focus areas than the OPS SGM, so the OPS SGM can focus some of his or her time with staff NCOICs. 

Most of the staff sections receive little professional development from higher staff counterparts besides the few SAVs and informal dialogue and meetings. The OPS SGM can fill this gap first by attending the weekly Staff Syncs to help the XO and to ensure there is NCO presence in those meetings from the shop NCOICs. Too often I hear that many organizations are officer-centric (from both officers and NCOs), yet no NCOs are present at various unit meetings. Hold the staff NCOICs accountable by having them present meetings and take turns briefing to help with their public speaking and overall development. Lastly, take ownership of the NCOIC’s professional development (PD) with monthly PD sessions focused on their section training plans and how sections developing their counterparts at the troop/company/battery. 

The OPS SGM, along with XO, needs to plan and implement more PD sessions outside of command post exercises (CPX) to help build a more cohesive staff. At the least, the SGM needs to hold his or her own NCOPD with the staff NCOICs to bridge their knowledge gap between their own officer counterparts in the shops regarding MDMP and planning efforts. Additionally, these NCOPDs or professional development sessions can help the OPS SGM inform the XO on decisions regarding senior ratings in the shops which is often a question asked by my battalion XOs. 

NCO professional development is often a second thought and we as a Corps continually keep relegating development to the institutional domain. The average NCO spends just a few months in PME up to Master Sergeant, meaning that most of our training comes from on-the-job (OJT) or through lessons learned in the operational domain. Never mind, that this is shocking low for a professional force but it becomes apparent that we must do better in the operational domain to enforce NCOPDs and Sergeant’s Time Training at the battalion and company level. Ensure that it is always on the LRTC and SRTC and protect them as much as possible. 

S3 Garrison Duties and Responsibilities 

OPS SGMs can and should take on more responsibilities in garrison to help the S3 focus on the most important tasks. My first time as a BN OPS SGM I did not hold a weekly 1SG meeting to discuss taskings, schools, borrowed military manpower, and other areas. During my second assignment, I ensured these areas were properly resourced through a separate forum. It is too easy to “shoot an email” and expect results but I found that a dedicated meeting with the CUOPS, schools, and 1SGs will ensure a “common operating picture” and that the OPS SGM is not the single point of failure with knowledge spread across the S3 shop.  

Many leaders are against increasing the number of regular meetings and some of these topics are covered in the battalion training meeting. Too often the battalion training meeting goes too long because it covers too many topics already.  A separate but short “1SG sync” with the CSM included could help shorten the battalion training meeting. In our current meeting, the CSM covers anything he has regarding personnel, slotting or anything else that is “hot”. Then I normally cover schools, DTS, BMM, taskings, and then anything else that needs to be addressed or mentioned.  Additionally, I have the respective NCOs (CUOPS, Schools, DTS) build the slides which have the added benefit of feeding the training meeting and provides me an opportunity to review for accuracy. 

Another piece of advice is to be present at meetings, you may not be the CSM but you are “a” SGM and still can provide experience, expertise, and advice. In an armor CAB I am the senior Infantryman, so own that aspect of your job but do not neglect the other parts of the formation. It’s ok to be uncomfortable in a new platform and not know everything, but go out and spend time out in gunnery or in the motor pool with maintenance and learn about the maintainers and sustainers. I didn’t know much about gunnery so being present there helped me learn how it runs and now I can help with identifying friction points. Go to company training meetings to ensure what has been briefed nests with what you know and to offer insights to what made you successful as a 1SG and ensure that NCOs are doing the proper METL crosswalks and assessment of individual training to help develop bottom-up refinement to the training schedule. 

I debated on what forum to write this on and decided to choose this route to remain informal. I hope that this will reach as many as possible and can help guide them to areas that might be friction points in garrison. I plan to submit another article with lessons learned in the tactical environment. It’s critical that we keep ourselves involved to remain relevant to our Soldiers and the unit and the officers that we serve and advise. 

SGM Benge is currently the OPS SGM for 1-77AR, 3-1AD. An Infantryman, he is a graduate of the SGM-A Class 70 and has served in Armor and Infantry Brigade Combat Teams with operational experience in Iraq, Afghanistan, and Africa. 

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