Here you are—the pinnacle of what most noncommissioned officers aspire to become: First Sergeant. Top.
You’ve been grinding daily to take care of your soldiers, mentor young NCOs and officers, and hold the line on standards. Everyone turns to you when something goes wrong—or right—in your company, troop, or battery.
And frankly? You’re exhausted.
Now, the word is out. You’ve either been selected for the United States Army Sergeants Major Academy (USASMA) or you’re on the brink. But here comes the internal struggle—Do I keep going? Or is it time to retire?
Here’s the good news: the very reasons you’re considering stepping away are exactly why the Army needs you.
You’re tired because you’ve poured yourself into your people. You’re frustrated because you’ve fought through red tape, overreaching policies, and bureaucracy that’s often tone-deaf to what soldiers really need.
You’ve led from the front, but even as “Top,” you’ve often lacked the positional power to make the deep, lasting changes you know are necessary.
Let me be bold:
If you’re not wrestling with this decision, you might not be the leader our Army needs at the next level.
Because wanting to become a Command Sergeant Major for the title is the wrong reason.
The Power of the Position
The true power of a CSM isn’t in the rank—it’s in the access.
When a Private First Class asks, “Why do we do it this way? It doesn’t make sense,” you can actually do something about it.
As a CSM, you can sit with your commander, advocate for a better way, and mobilize the staff to implement real solutions. And if the answer requires a higher-level decision, you’ve got a seat at the table. You can influence brigade-level policy, engage in intelligent, informed debate, and be the voice of the soldiers who can’t be in the room.
That’s the power to shape outcomes.
To protect your formation’s focus.
To cut through noise and push forward the changes you’ve been waiting your whole career to make.
Lead the Culture Shift
As a CSM, you can immediately impact the climate—and lay the foundation for long-term culture change.
You can create a formation where leaders at every level practice disciplined initiative, where soldiers don’t “stand by to stand by,” where 3-hour-early show times are replaced with purpose-driven discipline and trust.
You can build a formation where accountability isn’t just top-down—it’s peer-to-peer.
And accountability isn’t just about tasks and standards. It’s about tackling the tough issues head-on:
- Zero tolerance for sexual harassment and assault
- Integrity in leadership
- Mental health and resilience
Those messages only land when leaders at every echelon own them. And that kind of ownership starts with you.
Your Time Is Coming
Master Sergeant (Promotable), this is your moment.
You’re about to get the authority to act on all the things that have driven you crazy for years.
Soldiers are waiting for you. They’re looking for someone who will lead by example, prioritize their needs, and mentor their leaders—not just in tactics, but in what it means to live the Army profession.
- Use this next year to invest in yourself and your family.
- Reflect on the kind of CSM you want to be.
- Talk with your peers and mentors.
- And enjoy this time—because once you pin that rank, you’ll carry the weight of leadership like never before.
Every. Single. Day.
And it’ll be worth it.
Because this next chapter—this new level of impact—will be more rewarding than you ever imagined.
You got this.
Welcome to a new part of the Army.