The First Sergeant has always held a highly visible, distinctive, and sometimes notorious position in the military unit. While there is little written history and many obscure gaps, we are able to follow some of the evolution of the First Sergeant.

The 17th century Prussian Army appears to have been the starting point for what was later called the First Sergeant in the American Army. The Prussian Army Feldwebel, or Company Sergeant, by today’s practice seems to have combined the duties of not only the First Sergeant, but of the Sergeant Major as well. Standing at the top of the noncommissioned hierarchy of rank, they were the "Overseers" of the company’s enlisted personnel. To this end, they kept the Hauptman, or Company Commander, informed of everything that went on in the company; whether NCOs were performing their duties in a satisfactory manner, that training was properly accomplished, and finally, that at the end of a busy day, all soldiers were accounted for in their quarters. They were the only noncommissioned officers allowed to strike a soldier. An especially disorderly soldier could be given three or four blows, with the Feldwebel’s cane. They were forbidden to flog a soldier, and the Feldwebel who overstepped his authority in this manner would themselves be pilloried. Moreover, they were to see that none of the NCOs beat their soldiers.

In setting up the American Army, General Washington relied heavily on the talents of General Baron Von Steuben. During this time, Von Steuben wrote what is referred to as the "Blue Book of Regulations". This "Blue Book" covered most of the organizational, administrative, and disciplinary details necessary to operate the Continental Army.

While Von Steuben outlined the duties of such NCOs as the Sergeant Major, Quartermaster Sergeant and other key NCO’s, it was to the Company First Sergeant, the American equivalent of the Prussian Feldwebel, that he directed most of his attention. This noncommissioned officer, chosen by the officers of the company, was the linchpin of the company and the discipline of the unit. The conduct of the troops, their exactness in obeying orders and the regularity of their manners, would "in large measure, depend upon the First Sergeant’s vigilance." The First Sergeant therefore must be "intimately acquainted with the character of every soldier in the company and should take great pains to impress upon their minds the indispensable necessity of the strictest obedience as the foundation of order and regularity." Their tasks of maintaining the duty roster in an equitable manner, taking "the daily orders in a book and showing them to their officers, making the morning report to the captain of the state of the company in the form prescribed, and at the same time, acquainting them with anything material that may have happened in the company since the preceding report," all closely resembled the duties of the 17th century company sergeant.

The First Sergeant also kept a company descriptive book under the captain’s supervision. These descriptive books listed the names, ages, heights, places of birth, and prior occupations of all enlisted in the company. The Army maintained the books until about the first decade of the 20th century when they were finally replaced by the "Morning Report".

Since the First Sergeant was responsible for the entire company, he was, in Von Steuben’s words, "not to go on duty, unless with the whole company, but is to be in camp quarters to answer any call that may be made". On the march or on the battlefield, they were "Never to lead a platoon or section, but always to be a file-closer in the formation of the company, their duty being in the company like the adjutant’s in the regiment".

For any First Sergeant who has received a telephone call at 0230 from the Security Police or marched at the rear of the Squadron Mass, there may be reason to believe that little has changed since Von Steuben. To a large extent that is true, but there have been some changes over the years.

It wasn’t until the early 1830’s period that any significant changes came about. NCOs were already distinguished by various colored epaulettes and other distinctive trappings, but now the First Sergeant was distinguished from fellow NCO’s by a red sash around his waist.

Another development of that period was formal recognition, in the form of increased pay for the Company First Sergeant. A new pay scale enacted by Congress in 1833 established the rates as follows: Sergeant Major, Quartermaster Sergeant, and Chief Musician - $16.00 per month; First Sergeant of a Company - $15.00 per month; all other Sergeants - $12.00 per month; corporal - $8.00 per month; musicians and private soldiers, - $6.00 per month. Compare that to the First Sergeant’s pay in 1944 of $185.00 per month and today’s pay of just under 2,000.00 dollars.

The regulations for the uniform of the Army of the United States in 1847, authorized the wear of chevrons on the fatigue jacket for noncommissioned officers. It also authorized the lozenge (or French diamond) to designate the First Sergeant. Indications are that this was the first appearance of the diamonds as insignia devices.

As the years went by, little had changed in the life of First Sergeants. Perhaps the most significant and enduring aspect of the position is recognition of the importance of the First Sergeant. The following is a quote from an article by Colonel Charles A. Romeyn, printed in The Calvary Journal, July 1925: "After many years effort, we at last got our First Sergeants a big increase in pay. Yet, I believe we have not gone far enough. They are the most important enlisted person in the Army, give them the most pay and I almost feel like making all Second Lieutenants salute them. The ones I have worked with in the past and many others, I would gladly give the first salute. The First Sergeant is the Captain’s Chief of Staff. A poor one will ruin a good troop no matter what kind of Captain they have. And many a poor Captain has had his reputation saved and his troop kept, or made good, by a fine First Sergeant. Am I right?"

In 1947, when the Air Force became a separate service, the First Sergeant faced some changes too. The Air Force First Sergeant became a position rather than a rank and position. The AFSCs for First Sergeant began as 731X0s with ranks of E-6 or higher. In the late sixties, the AFSC changed to 10070 and 10090 and at the same time allowed new First Sergeants from any career field. April 1971 saw the deletion of Technical Sergeants (E-6) as First Sergeants except those who had been selected for E-7. Recently our AFSC changed to 8F000.

In Sep of 1954, Air Force Chief of Staff Nathan F. Twining approved the use of the diamond device sewn above the chevron as the Air Force first sergeant insignia. As the evolution of the Air Force Nco took shape with the approval of 2 new top enlisted grades, so did the evolution of the first sergeant. Training for first sergeants became emphasized and in 1967 Strategic Air Command established a First Sergeant Achool. CMSAF Ri8chard Kisling conducted a workshop in 1972 and set forth standards for manning, qualifications and selection process for first sergeants. The workshop also focused on the need for training and Air training Command was tasked to meet this need.

A career development course was written, and was mandatory for all first sergeants.

On 17 Oct 1973 the Air Force First Sergeant Course was opened at Keesler AFB, MS, with CMSgt James Blevins as the course director. The course was voluntary and CMSgt Willie M. Walker was the first graduate. It became mandatory for all first sergeants in 1976 Attendees wore the diamond insignia to the school, even if not previously approved for wear

Yes, many years have passed from the caning of disorderly soldiers by the Feldwebel , to the inspector and records keeper of Fredrick Von Steuben’s "Blue Book", to the sash wearing, sword toting soldiers of the 1830s, all the way to today’s First Sergeant who exercises general supervision over assigned enlisted personnel. Yet, one theme remains clear. The First Sergeant is now, and always has been, in the business of helping people.

Vol. 5, No. 3 Summer 95

Col Fredrick Van Horn

Commandant, USASMA

CSM Robert T. Hall

Command Sergeant Major

SGM Brenda Hoster

Editor-in-Chief

Jim Collins

Managing Editor, Layout & Design

SFC Gabe Vega

Graphics

SSG David Abrams

Senior Journalist

SPC Glenn Dennard

Illustrator

The NCO Journal is a professional publication for Noncommissioned Officers of the U.S. Army. Views expressed herein are those of the authors. Views and contents do not necessarily reflect the official Army or Department of Defense positions and do not change or supersede information in other official publications.

Our mission is to provide a forum for the open exchange of ideas and information, to support training, education and development of the NCO Corps and to foster a closer bond among its members.

The Secretary of the Army approved funds for printing this publication on 9 Jan 1991, in accordance with provisions of AR 25-SO.

Distribution: The Journal is distributed through the U.S. Army Publications Center, 2800 Eastern Blvd., Baltimore. MD 21220-2896. (Phone: (301) 682-8528 or DSN 584-3775.) Units or offices with valid publications accounts can receive the Journal by having their publications office submit BA Form 12-99 for inclusion in the 12-series requirements (12-05 Block 0041).

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Submissions: Print and visual submissions of general interest to the NCO Corps are invited. Unsolicited submissions will not be returned. Photographs are U.S. government-furnished, unless otherwise credited. Prospective contributors are encouraged to contact the Journal to discuss requirements. Call (915) 568-9069 or DSN978-8550. Letters: Letters to the editor must be signed and include the writer’s full name and rank, city and state (or city and country) and mailing address. Letters should be brief and are subject to editing.

The Journal (ISSN 1058-9058) is published quarterly by the U.S. Army Sergeants Major Academy. Second class postage is paid at El Paso, TX and at additional mailing offices.

Throughout American history military leaders have viewed the first sergeant as the key to the development of a good company. The order and discipline of the troops, their care and well being, have always been the focal points of the first sergeant’s job.

During the American Revolution in 1779, Inspector General Frederich Von Steuben set forth the duties of the first sergeant in his Regulations for the Order and Discipline of Troops of the United States. Von Steuben instructed all first sergeants to…"be intimately acquainted with the character of every soldier of the company," and to "impress upon their minds the indispensable necessity of the strictest obedience…."

He further instructed the first sergeants to maintain a company book. The company book contained the name and description of every non-commissioned officer and soldier; his trade and occupation, the place of his birth and usual residence; where, when and for what term he was enlisted (sic); the bounty paid him, the arms, ammunition, accouterments, clothing and necessaries delivered him, with their marks and numbers, and the time when delivered; also copies of returns, furloughs, discharges, and every casualty that happens in the company. The company book was the precursor of the modern records system.

Von Steuben viewed the first sergeant’s duty in a company of soldiers as similar to the role of the adjutant at the regimental level. The first sergeant was the senior NCO at the company level. The company commander chose the first sergeant and could dismiss him at will . In tactical formation, the first sergeant stood directly behind the company commander. This held true for the better part of a century while companies fought in lines.

There are few clues as to changes in the duties of first sergeants after the Revolution. The 1830 Abstract of Infantry Tactics, for example, stated little about what the first sergeant should do. It did point out that "when promotions take place among the non-commissioned officer, the first sergeant will be required to instruct the new sergeant and corporals."

During the late 1800s and early 1900s the number of NCO ranks grew as technical innovations led to a proliferation of NCO ranks at the regimental level. The first sergeant retained his position, just above the sergeant, but a great number of NCO ranks were placed above him. This diminished the prestige of the first sergeant. Still, the first sergeant remained the senior NCO of a company. Moss’ Noncommissioned Officer’s Manual of 1909, reflected the beginning of a revival in prestige for first sergeants. Moss devoted an entire chapter to the first sergeant’s duties, listing records, reports, files and books to be kept – 14 in all. The chapter begins with the statement: "It has been said that the Captain is the proprietor of the company and the First Sergeant is the foreman."

Moss’ snapshot of a first sergeant’s day included: "Taking reveille roll call; entering the names of sick on the Sick Report, and sending the report and the sick to the hospital by a non-commissioned officer (generally the Non-commissioned Officer in Charge of Quarters); making out the morning report and the passes; getting the Company Commander to sign them and then taking them to post headquarters at First Sergeants’ Call to receive the Morning Report, the guard and fatigue details for the following day and posting same on the company bulletin board; forming the company and calling the roll for all drills, ceremonies and other formations; exercising supervision over the official correspondence of the company, and preparing for the signature of the Company Commander all the reports and returns that are to be rendered the next day, and the discharges and final statements of men to be discharged the following day." This busy day was average for a first sergeant.

In 1920, after the First World War, NCO ranks underwent a dramatic restructuring. The Army discontinued all ranks indicating position, except the first sergeant. It introduced the rank of staff sergeant as an intermediate rank between the sergeant and the first sergeant. This restructuring increased the prestige of the first sergeant and placed him near the top of all NCO ranks. Now, the first sergeant equaled a technical sergeant in rank. Only the master sergeant outranked him.

On 16 June 1942, the Pay Readjustment Act established a new enlisted grade system, making the first sergeant equal to a master sergeant. The first sergeant and master sergeant shared honors as the senior NCOs of their day. Company commanders still appointed and dismissed first sergeants, but first sergeants now equaled a battalion or regimental sergeant major in rank. In addition, the greater number of NCOs in the company also added the first sergeant’s prestige. The new regulations stated that the first sergeant was to be chosen from the first line sergeants, not supply, mess, or motor sergeants. The regulations made it clear that the first sergeant would be chosen for his ability to lead men. This emphasis on leadership in subsequent regulations continued in Army Regulation 600-201, dated 20 June 1956, which established the NCO as an enlisted commander of troops. It set principles and criteria for the identification, development and recognition of the prerogative and privileges to be accorded NCOs. A soldier’s promotion was now recognized Army-wide, not just in his regiment. The custom that the "stripes stayed with the unit" passed into oblivion. For the first time, the company commander lost his ability to appoint and dismiss first sergeants on his or her own initiative. The 1950a NCO handbook described the first sergeant’s role as the maintainer of the continuity. The first sergeant was expected to remain with the unit while officers came and went regularly. He was also the company’s "First Soldier" and one of the men.

A decade later on the eve of Vietnam, the NCO guidebook stated that the first sergeant "issues his orders through the platoon sergeants and others in the chain of command. He does not deal directly with the men in platoons except in emergencies." This was a change for first sergeants.

There were several reasons for distancing the first sergeant from his men. While the basic nature of the first sergeant’s duties changed little with time, the structure of the company and the requirements to administer the company grew. The first sergeant became further removed from his men by the introduction of the new ranks of sergeant first class and staff sergeant. Until the late 1950s the first sergeant trained new corporals and sergeants. With the creation of the new staff sergeant and sergeant first class ranks, NCOs holding these new ranks could conduct the training.

The first sergeant no longer had time to train junior NCOs. There were so many more of them than there used to be. From 1812 to 1939, the NCO Corps never comprised more than 23 percent of enlisted men. From 1939 to 1966, the percentage of NCOs grew until it was nearly 78 percent, greatly increasing the number of NCOs in a company.

Seeing the need to formalize instruction for first sergeants, the Training and Doctrine Command (TRADOC) opened the U.S, Army First Sergeant Course at the Sergeants Major Academy in 1981. In 1983, a second First Sergeant Course opened in Europe, though it eventually closed in 1989 as part of a drawdown. The First Sergeant Course is designed to train sergeants first class and master sergeants in the duties of the first sergeant position. The course of instruction brought a heightened degree of professionalism to first sergeant duties not previously available.

The first sergeant position, although constant in nature, has grown consistently in prestige since the days of Von Steuben.

Always, the first sergeant has been the key to a good company. Von Steuben expressed that importance when he instructed the company first sergeant to "consider the importance of his office; that the discipline of the company, the conduct of the men, their exactness in obeying orders, and the regularity of their manners, will in great measure depend on his vigilance."

By Dr. Robert Bouilly

How do you tell who’s a first sergeant? Easy. Look for the soldier chevron that has a hollow diamond in the center. These days the hollow yellow diamond is surmounted by these three stripes above the three rockers below. It’s pretty much the same in the Marine Corps except that the diamond is a solid olive drab on a red background.

Where did the diamond come from? Tough question. The 1847 Army uniform regulation decreed for the first time that first sergeants would be identified through the wearing of a hollow diamond along the rank chevrons. Ever since, the hollow diamond has been the mark of the Army first sergeant. In times past, the diamond has been different colors depending on the branch of the wearer/ Sometimes the diamond has been big, sometimes rather small, but always hollow. The only exception has come with the adoption of subdued pin-ons beginning in 1981. These metal insignia are so small that the diamond is solid and, of course, black, as is the whole pin-on.

We don’t know why the Army uniform designers tended to copy current European military fashion in the first half of the nineteenth century – particularly the English. By the time of the Napoleanic Wars (1800 – 1815) some British units had taken to showing rank designation through the use of chevrons.

This still doesn’t explain the diamond. Perhaps the diamond came from the waistcoat of previous uniforms. In the Revolutionary War, the long coats had a tieback system near the knee which allowed the wearer to pull back the front of the coat and fasten it to the back, so marching would be easier. General Washington decreed that the reinforcements for this hook and eye system would be a red heart. (They really did pay this kind of attention to little detail). The British uniform was similar, and some diamond-shaped reinforcements are known.

Anyway, styles changed and the long coat of the Army uniform became more abbreviated so that there was no real need for a tieback system for marching. Still, the uniform retained a stylized representation of the tieback on what would be called today the tail of the coat. The patch now appeared to pull up the bottom of the tail. Captain John Wool’s 1813 uniform has survived and it has a diamond patch on each tail.

Styles changed again, and the Army uniform did away with tails altogether in 1833. There were no diamonds anywhere on the uniform. However, in 1847 the designers brought back the diamond as a device indicating the first sergeant. Why? We don’t know. Why a hollow diamond? Again, we don’t know. Perhaps the uniform designers were nostalgic about the diamond from the uniforms they had worn in their younger days. Whatever the reason, the hollow diamond has been around a long time now, and has served the NCO Corps well. Chances are that it will remain for some time to come.

BY

Colonel CHARLES A. ROMEYN, Cavalry

Have you ever known your ideal of a First Sergeant? Do you know what you want in a First Sergeant?

In my opinion the First Sergeant is the most important enlisted man in the Army; the perfect one is most hard to find. .In talking to a Reserve officer today I grew reminiscent on the subject and he told me he had never known what a perfect First Sergeant should be.

Our ideals do not all correspond and it sometimes happens that in certain companies certain characteristics in a First Sergeant must be more evident than in another company.

World War literature has given many people in and out of the Army the idea that a First Sergeant, "the top kick" is a hard boiled, hard fisted, hard hearted boss like the bucko mate of the sailing ship of a past generation. I

have seen such First Sergeants, and the only time I found one of va1ue was in a troop which, recruited in the spring of 1899 had the toughest enlisted personnel I ever saw and which had practically mutinied under a former, weak First Sergeant. In other cases I have found such First Sergeants usually caused dissatisfaction, disloyalty and desertions.

We cannot always find a perfect First Sergeant in a company—sometimes he isn’t there. I had "H" Troop of the 2nd Cavalry from March, 1906 to May, 1917, (less two years, July, 1912, to May, 1914, when I was at Leavenworth) and commanded troops of the 10th Cavalry and 13th Cavalry, most of the time I was a Second and First Lieutenant. Since those days I have been Lieutenant Colonel of a National Army, Infantry regiment and was, in command of the 2nd Cavalry for two years. In all that time I have known but two for my ideal First Sergeants. I have known about a dozen other First Sergeants that nearly met my ideals—perhaps I am unduly prejudiced in favor of my first and last as a troop commander—and I believe it due these men to name them—the finest soldiers I have known. They are Saint Foster, 10th Cavalry; Herbert and Mee, 13th Cavalry; Doyle, Hooper, Rybacki, Aydelot, Washburn, Burnett, Beck, Hiller, 2nd Cavalry.

I am glad to give my two ideals credit by naming them—First Sergeant Barnes (I regret that I have forgotten his first name), Troop "F", 10th Cavalry, and 1st Sergeant Charles Craig, Troop "H", 2nd Cavalry.

These two men, one colored, one white, were sober (absolutely teetotalers); loyal, on the job at all times; knew their paper-work thoroughly and knew also the paper-work and responsibilities of the Supply Sergeant, Stable Sergeant and Mess Sergeant; physically active; fine rifle and pistol shots and horsemen; able to man-handle a drunk when necessary , but never using needless violence; sympathetic, and tactful with recruits (and recruit officers!), called by their first names on the ball field, but "Sergeant Barnes" and "Sergeant Craig" in the orderly room ---- leaders of men!

The military services are made up of two broad categories of personnel — commissioned and enlisted — each having a rather clearly defined scope of duties. That is, officers command and supervise while, generally, enlisted men work or fight. Early in the history of warfare and long prior to the formalization of rules of management, military organizations recognized the principles of span of control and delegation of authority. Thus it came about that certain of the enlisted personnel were appointed as leaders and supervisors — the "noncommissioned officer."

There remained certain distinctions between the officer leaders and the enlisted leaders. There were essential differences in background, education, and socioeconomic status, which preserved the traditional aloofness of the commissioned category. Normally, officers did not associate with enlisted personnel socially and they were quartered and messed separately. It thereby became necessary that there be a titular leader of the enlisted personnel to command the unit in the absence of officers and to see that policies, decisions, and orders of the officers were carried out. The senior sergeant was the logical choice for this post.

From this beginning, there generated a figure of tremendous influence and consequence in the organization of armies. Commanders and unit officers came and went, leaving their imprint on the organization but it was essentially the first sergeant who determined if the organization were to be snappy, sloppy, happy, or demoralized. Potential transferees were more interested in who was the first sergeant than who was commanding. Enlisted personnel, even today, agree that the character and tone of an organization derives primarily from the first sergeant.

The stature which accrued to the first sergeant was not accidental nor mysterious. Since he was generally a person of great military experience, his advice was often valuable to commanders. Since his assignment was more stable than that of his officers, he could be relied upon for information on local policies, personalities, and the intricacies of unit administration. Since he was one of them, his knowledge of the men of the organization was unparalleled. It is small wonder that smart commanders turned over routine administration of the unit to the first sergeant and that the "top kick" became the right hand man of the commander.

The unusual influence and importance of the first sergeant did not stem from statutory or autocratic rules alone. A job description for first sergeants could never reflect his true impact upon the unit. Rather, it was a function of personality, and there arose in the United States Army a group of first sergeants so skilled that their ability to "handle" their commanders is legendary. This they accomplished by subtle interpersonal relationships

which gave the commander the impression of leadership when actually he was being very subtly led. Not all first sergeants possessed this skill and it was present in varying degrees. The exceptional skill of some, however, tended to carry over to all first sergeant positions and there still remains an aura of authority and respect about the position even when filled with a rank incompetent.

It is necessary to understand the atmosphere in which the "legendary" first sergeant thrived to get an accurate picture of factors which would lead to his success. In terms of service, this first sergeant was much more experienced than the unit officers, including the commander. In view of his experience and the abilities as a soldier which led to his appointment, he was able to teach many "tricks of the trade" to his superiors. Often it was the first sergeant who trained junior officers, started them off on the right track in their service careers, and kept them from mistakes while they learned.

His advancement through the ranks to the position of first sergeant had been long and arduous and his knowledge of the enlisted man was gained first hand. He had learned leadership at the squad level, at the platoon level, and he had been led extensively himself. By virtue of this, leadership was a way of life.

He could, feasibly, be an expert on all jobs in his organization and had often held most of the jobs himself. Lack of specialization in his contemporary unit enabled him to capably teach and supervise most jobs in his organization and he thereby obtained the stature which such knowledge commands.

Administrative procedures were relatively simple, reports comparatively few, and paper work in general could be handled in a very short time. It was therefore possible for the first sergeant to know of and even review every bit of paper work which entered or left the orderly room.

Organizations were more stable — even to the extent that some individuals served their entire careers in one regiment — and it was possible for the first sergeant to know intimately, not only the men of his own unit, but key NCOs of other units. He knew his own men thoroughly and also had contacts among other units which enabled him to obtain materials, services, and favors that could not be obtained through regular channels.

He enjoyed much greater freedom of action. He was not over-supervised. Headquarters was more remote in the sense that units were more independent and handled their affairs internally.

Discipline was generally tighter and the powers of the unit commander and the first sergeant over the lives of the troops were much stronger. Retribution was quick and sometimes harsh. Offenders were not afforded the same opportunities for appeal as exist today. Justice was insured primarily by military custom rather than by statute. The authority of the unit extended to a great extent into the private lives of individuals. For example, it was customary to prevent reenlistment of enlisted men who married without their CO’s permission.* Saluting off base was required.

The Air Corps’ first sergeant, as well as other Air Corps NCOs enjoyed certain other advantages Most officers were rated and their primary duties were flying duties. They were absent from the orderly room and other offices more often. It was necessary for the first sergeant to make more decisions and assume more responsibility, since the squadron officers could give only secondary attention to ground duties.

In summary, the factors which led to the rise of the first sergeant were:

1. Personal

e. He was thoroughly trained in leadership and had unparalleled experience at leading and being led.

2. Environmental

e. His assignment was considerably more stable than that of his officers.

f. The unit enjoyed comparatively broad prerogatives.

g. He enjoyed comparatively broad prerogatives.

h. Discipline was tighter.

i. Distinctions between enlisted and commissioned personnel were pronounced.

j. Military custom governed actions to a great extent.

By CSM John S. Acock

Prior to Roman times the military world of the private was plunged in darkness. First sergeants didn’t exist and chaos and discipline ruled. However, by 16 B.C. the Roman Army under Emperor Augustus created the logical position, the right arm of the centurion or company commander. They called the soldier who held this position the signifier or standard bearer. He was responsible not only for guarding and caring for the Verillium or guidon, but also for the administration of the company.

The signifier wore lion or bearskins over their armor, to highlight the importance of their position. Thanks to the signifier, the Roman Army moved from success to success until, like all empires, the Romans grew lazy and were conquered by their neighbors.

Once again, the world of the private soldier grew shadowy as the dark ages rolled over the known world and the first sergeant was forgotten. Then, in 1630, Gustavus Adolphus became King of Sweden and joined the 30-year War raging in Central Europe. He swiftly reorganized his army and gave authority and responsibility back to the NCO, especially to the senior NCO in each company. He also introduced standard uniforms and badges of rank that allowed the senior sergeant or first sergeant to stand out as he had done in Roman times. Seeing how good the Swedish army was, others rushed to copy it and to the great joy of privates in all successful armies the position of first sergeant endures to this day.

Yes, every successful army had them—the Prussians and later the Germans call them Hauptfeldwebel, the French called them sergeant major, the British called them company sergeant major, and the U.S. Army called them first sergeant. Their duties in every army were almost identical—administrators, trainers, enforcers of standards and discipline. But what do we know about these vital soldiers of earlier times?

Libraries are full of the memoirs of generals, colonels and occasionally captains. But first sergeants served and faded away—no one thinking that what they had done was worth writing about. They’d just done their duty, so, to understand more we must turn to the works of fiction, which, after all, are generally anchored in reality.

In German military novels the Feldwebel is again and again referred to as the father or mother of the company—the provider, disciplinarian, counselor and example setter. And perhaps nowhere is this better illustrated than in the character of Feldwebel Steiner in Willi Heinrich’s novel, "Cross of Iron" where Steiner repeatedly leads his soldiers through the horrors of the eastern front with wisdom, courage and rough, yet caring, discipline. His professional skills coupled with his ability to set the example are the keys to his success.

For the French view we turn to the immortal novel of the Foreign Legion, Beau Geste," by P.C. Wren. The subject here is Sergeant Major LeJaune, described as "A fierce looking thick-set dark man, with the face and figure of a prize fighter—glaring of eye and immaculately uniformed." Though feared by his soldiers, he quickly earns their confidence and respect when he takes command of the company upon the commanding officer’s death and subsequent attack by hostile arms. The main character says of LeJaune: "There was no doubt that he knew his job. I admired his military skill and ability as a commander and I began to understand how soldiers love a good leader."

For the British viewpoint, the novels of George MacDonald Fraser describe life in a Highland Regiment during WWII. The author repeatedly shows his respect for the Company Sergeant Major MacKintosh, who he describes as "six and a quarter feet of kilted, polished splendor whose long experience and depth of character made him a subject of admiration for all ranks. CSM MacKintosh was the guardian of company tradition, the organizer of all ceremonies who was sought after by all those needing advice in matters of drill or military custom. He was chiefly, a father-figure, calm yet at times frightening when driven to anger by the failings of a subordinate or senior."

Last, but not least, the American view of the first sergeant may be seen in the novel "From Here to Eternity," by James Jones. He writes: "First Sergeant Milton Anthony Warden came out from the orderly room of G company to watch the company line up for drill. He stood erect. In his tight shirt the round bunches of muscle bulged at the tips of his shoulders, his uniform was neatly pressed despite the heat and his boots glistened. Milton Anthony Warden was 34 years old. In the eight months he’d been a topkicker of G company he’d wrapped that outfit around his waist like a money belt and buttoned his shirt over it. He had pulled this slovenly organization out of the pitfalls of lax administration. In fact, he was amazed at how adept he was at anything he put his hand to. He was proud of himself and knew that the men both feared and respected him."

After examining these famous first sergeants of fiction, I’ve now extracted what I consider the major common traits and abilities evident in all of them:

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