CSM and 1SG lead the NCO reception and integration phase, shaping onboarding and unit culture

Reception and integration isn’t just a handshake and a form on the first day. In Army training and leader development, it’s the quiet, careful onboarding that turns a new NCO from a list of duties into a confident member of the team. When we talk about the key players in that welcome phase, the answer isn’t just a name—it's a dynamic partnership that shapes how the unit moves forward. The correct pairing, in this case, is the Command Sergeant Major (CSM) and the First Sergeant (1SG). Here’s why they matter so much, and how their collaboration becomes the backbone of a unit’s readiness.

Who’s in charge of the welcome wagon?

Let me paint the scene. A brand-new NCO walks into a unit, shoulders square, mind buzzing with questions about who does what, how things flow, and what “doing the right thing” looks like when the rubber hits the road. The reception and integration phase is meant to answer those questions fast and clearly. The people who carry that load are the CSM and the 1SG.

• The CSM: the senior enlisted advisor to the commander

Think of the CSM as the unit’s memory and moral compass rolled into one. They don’t just understand how things run; they understand why they run that way. During reception and integration, the CSM helps translate the commander’s intent into lived practice. They set expectations, reinforce the unit’s culture, and ensure the new NCO knows their role in the bigger mission. The CSM’s guidance helps new leaders see how policy, tradition, and daily routines intersect. It’s less about bureaucratic papers and more about shaping the day-to-day environment where a junior NCO can grow into a confident leader.

• The 1SG: the senior enlisted leader of the company

While the CSM provides the large-scale guidance, the 1SG handles the day-to-day welfare and training of Soldiers within the company. In the reception and integration phase, the 1SG is the hands-on partner who makes sure new NCOs have what they need: the right information, the right resources, and the right mentors. They coordinate with platoon sergeants, squad leaders, and more junior NCOs to pair newcomers with seasoned experts who can show them the ropes. The 1SG keeps the onboarding plan practical—checklists become living processes, with real people to talk to when questions pop up.

This isn’t a single-cast role. It’s a coordinated effort.

Why that duo works so well

The magic happens when the CSM’s strategic perspective meets the 1SG’s operational touch. The CSM paints the high-level picture—what kind of leader the unit expects, what success looks like, and how the unit’s culture should feel to a newcomer. The 1SG translates that into immediate, actionable steps: a mentorship match, an orientation brief, a sequence of training activities, and a cadence for check-ins.

That collaboration does more than hand out information. It communicates values. A new NCO learns not just what to do, but why it matters. They hear about the unit’s history, the standards they’ll be held to, and the way leaders handle conflict, accountability, and mission adaptation. This combination builds trust, reduces the first-day jitters, and shortens the time it takes for a newcomer to contribute meaningfully.

What about the other roles people often mention?

You’ll hear other names tossed around in different contexts, and they’re not irrelevant. But in the strict sense of reception and integration for non-commissioned officers, the CSM and 1SG are the primary movers.

• Company Commander and Platoon Sergeant: They matter a ton for leadership direction and day-to-day execution, and they set the immediate priorities for their units. In the onboarding process, they’re deeply involved, yes, but their focus tends to be broader—ensuring the unit understands the mission, the commander’s intent, and how the platoons plug into the big picture. They do play a role in shaping the environment, yet the hands-on, day-to-day integration of NCOs sits squarely with the CSM and 1SG.

• Brigade Commander and First Lieutenant: This pairing operates higher up the chain. They influence policy, resource allocation, and cross-unit coordination. Their impact on a single NCO’s onboarding is felt through the standards they set at higher levels, but they don’t typically shepherd the receptionist part of the transition—that’s the domain of the battalion-and-company level enlisted leadership.

• Drill Sergeant and Squad Leader: Drill Sergeants are famous for turning civilians into Soldiers, and Squad Leaders carry the responsibility of small-unit training. They shape fundamental competencies and early care in the initial entry phase. But once a Soldier becomes an NCO and moves into a unit, the reception and integration of that NCO rests most heavily with the CSM and 1SG who focus on leadership development, mentorship networks, and sustaining the enlisted culture in the unit.

What practical steps show up in the reception and integration phase?

If you’re on the receiving end or you’re coaching a unit, a few core practices tend to stand out:

• A clear onboarding path

The CSM and 1SG should have a documented but flexible onboarding plan. It covers essential topics: the unit’s mission and history, standard operating procedures, the chain of command, the NCO’s role in mission execution, and the expectations for mentorship. The goal isn’t to stuff a file with forms but to lay out a practical rhythm—who to meet, what to review, and when the first check-ins should occur.

• Mentorship that sticks

A meaningful mentorship arrangement goes beyond a quick intro. The 1SG coordinates mentors for the new NCO—someone with similar responsibilities, a proven track record, and the time to invest. The mentors don’t just answer questions; they model the behaviors and decision-making that define good NCO leadership.

• Culture and climate as living elements

Culture isn’t a poster. It’s how people talk to each other, how decisions get made, and how success is celebrated or corrected. The CSM, with the commander’s blessing, can emphasize core values and the unit’s standards in practical terms—through briefings, after-action reviews, and everyday examples.

• Resources and accountability

New NCOs need access to the right resources—guides, training calendars, contacts, and tools. The 1SG ensures those resources are easy to find and that there’s accountability for following up on them. It’s not enough to hand someone a binder; there need to be touchpoints that verify what was learned is being applied.

• Feedback loops

Fast, honest feedback matters. Early check-ins, informal conversations, and structured counseling help a new NCO adjust to their role and deepen their understanding of expectations. The CSM and 1SG use these moments to reinforce good habits and course-correct when needed.

A quick, human perspective

On the ground, this isn’t about checklists alone. It’s about a newcomer feeling seen, heard, and capable. If you’ve ever joined a new team, you know that sense of being welcomed in a way that makes the first week feel less like a gauntlet and more like a doorway. The CSM and 1SG are the folks who open that door, show you where the light switch is, and introduce you to the people you’ll rely on most.

A few on-the-ground reminders for new NCOs

• Ask questions early. Even simple questions matter. They show you’re engaged and intent on doing right by the unit.

• Seek mentors. A stable, trusted guidance network shortens the learning curve and helps you avoid common missteps.

• Be proactive in learning the unit’s culture. Observe how decisions happen, who leads in different situations, and how success is measured.

• Keep a record. Note who you’ve met, what you’ve learned, and what you still need to understand. It makes future conversations more productive.

A nod to the broader framework

AR 350-1 guides a lot of this work. It emphasizes development—ensuring leaders grow through a continuum that starts with onboarding and continues through ongoing training, mentorship, and leadership responsibilities. The reception and integration phase is the initial, formative segment of that continuum. When the CSM and 1SG collaborate, they set a tone that resonates far beyond the first weeks. It’s a signal that the unit values leadership, accountability, and the steady growth of its NCO corps.

Real-world tangents that connect to the bigger picture

Think of onboarding as a mini-transition mission. In civilian teams, you’ve probably seen how a great onboarding process shapes retention and morale. People stay where they feel supported, where the goals are clear, and where leadership models the behavior they expect. The Army version of that principle is the same idea dressed in discipline and structure: a strong reception phase can reduce miscommunication, shorten adaptation time, and build a foundation of trust.

Feeling connected to the goal helps, too. When you know your role in the larger mission—what you’re protecting and serving as a leader—every task gains meaning. For the NCO stepping into a new unit, that clarity is empowering. For the CSM and 1SG, it’s a reminder that their daily choices ripple through the lives of soldiers and the success of the mission.

Wrapping it up without losing the thread

The reception and integration phase is more than a one-off event. It’s a deliberate, evolving process that shapes how new NCOs become confident, capable leaders. The pairing of the Command Sergeant Major and the First Sergeant brings together strategic guidance and practical, day-to-day leadership. That combination matters because it translates senior-level expectations into real-world habits—habits that lead to better teamwork, tighter discipline, and a stronger unit culture.

So, when you’re thinking through who should lead the onboarding of a new NCO, remember the duo: the CSM and the 1SG. They’re the people who help a fresh NCO see the map, know the terrain, and find their footing fast. And when that happens, the whole unit benefits—most of all the Soldiers who rely on strong, steady leadership at every level.