Achieves NCOER Bullets

 

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BULLET EXAMPLES:

NOTE: MAKE SURE BULLETS REFLECT YOUR NCO. This guide isn’t intended to be a source of “cut and paste” bullets for you to simply “check the block” on an evaluation.  Instead, these examples are intended to get you, the Rater, to break your writer’s block and create unique bullets for your NCO.

Due to the unique nature of the attributes and competencies, some bullets might be a fit for more than one location.

PART IV – PERFORMANCE EVALUATION, PROFESSIONALISM, ATTRIBUTES, AND COMPETENCIES (DA PAM 623-3, Table 3-9)

APFT, PART IV, a.

Comments are required for “Failed” APFT, “No” APFT, or “Profile” when it precludes performance of duty, and “No” for Army Weight Standards. This section DOES NOT have to be bulleted.

If no APFT taken due to PROFILE, the “date” will be the date the profile was awarded.

The APFT must be within 12 months of the “THRU” date, but DOES NOT have to be within the dates covered by the NCOER.

Bullets/Comments for Bullet comments for “FAIL” entries may include the reason(s) for failure and/or note any progress toward meeting physical fitness standards of AR 350–1. FAIL bullets go in CHARACTER, c.

Bullets/Comments for outstanding APFT score or other positive fitness bullets will go in PRESENCE, d.  

If PROFILE, make a comment only if rated NCO’s ability to perform their duties is affected.

• NCOs profile limits the Soldier’s ability to lift heavy objects required by MOS.

Comment if no APFT has been taken within 12 months of the THRU date; e.g.:

• Exempt from APFT requirement in accordance with AR 40–501  

      ***( For pregnant NCOs who have not taken the APFT within the last 12 months due to pregnancy, temporary profiles, and/or convalescent leave.  NO REFERENCE to pregnancy will be made in the NCOER)

• NCO unable to take the APFT during this period due to deployment for combat operations/ contingency operations.

HT/WT, PART IV, b.

If there is no unit weigh-in during the period covered by the NCOER, the rater will enter the NCO’s height and weight as of the “THRU” date of the NCOER.

If a NO entry (failing HT/WT and or tape), comments on the reason for noncompliance. The progress or lack of progress in a weight control program will be indicated. E.g:

-This is the second time the NCO is on weight control program within the last 12 months

 

 

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Direct Level - E-5

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Did not meet standard

Rated NCO fails to meet or maintain the required Army standards and organizational goals of leader competencies and attributes; does not enforce or meet the standard for the unit or those in his/her charge; exhibits/displays minimal or no effort; actions often have a negative effect on the mission, their Soldiers, the unit, and the Army.

 

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• failed to supervise subordinates; relieved for inefficiency and replaced by junior NCO; marred unit’s ability to enforce standards and execute assigned tasks

• failed to maintain sensitive item accountability; lost equipment resulted in a unit lockdown in excess of xx hours

• failed to supervise subordinates and follow proper maintenance procedures; resulted in the loss of $xK worth of repair equipment

• failed to supervise and manage accountability of $xM worth of MTOE equipment, resulted in losses exceeding of $xxK

• failed to conduct pre-combat inspections before missions during unit FTX, directly resulted in mission failure

• did not account for contingencies/managing priorities of work during preparation for operations resulting in squad failing PCIs and missing departure time

• demonstrated little regard for the security and accountability of sensitive items during the battalion CULMEX; resulted in the loss of x masks and x night vision goggles

• required maximum supervision to produce marginal results

• failed to complete his squad’s monthly counseling for two consecutive months

• failed to conduct pre combat inspections prior to mission during unit FTX, directly resulting in mission failure

• consistently caused her Soldiers to work after normal duty hours due to ineffective planning and communication

• failed to supervise subordinates; relieved for inefficiency and replaced by junior NCO

• failed to manage priorities of work; missed three mission critical deadlines

• failed to maintain property accountability; lost equipment valued in excess of $10,000

• failed to monitor high-risk Soldier due to indifference; resulted in successful suicide by Soldier

• received Letter of Concern for continual poor performance

• failed to maintain sensitive item accountability; lost equipment resulted in a unit lockdown in excess of 48 hours

• rated NCO’s lack of dedication is evident in his day to day dealings with his Soldiers

• NCO does not complete mission or tasks as assigned; results in a mass failure

• loses track of equipment and personnel

• failed to execute mission command in battalion command post

• lack professionalism and proficiently to accomplish warrior task and drills

• failed to effectively supervise squad during range week resulting a negligent discharge o did not account for contingencies during preparation for operations by managing

• priorities of work resulting in squad failing PCI and missing departure time

• has difficulty delegating responsibility to others

• demonstrated little regard for the security and accountability of sensitive items during the battalion CULMEX; resulted in the loss of ten masks and two night vision goggles

• failed to train his platoon to meet objective of qualifying on the M4A2 carbine

• follows orders under supervision but does not attempt to be an independent problem solver

• continued to fail certification as a Patrol Drug Detector Dog team with an 85% detection proficiency after 3 attempts and 6 months of training

• failed to conduct Pre Combat Checks on team members resulting in mission failure

• consistently under performed jeopardizing the safety/mission of the entire organization

• Failed to comply with instructions resulting in mission failure

• Has unlimited potential but requires more experience demonstrated a lack of knowledge in most assigned duties, does not comply with instructions resulting in mission failure

• while serving as instrumental section leader, he earned the lowest Army Musical Assessment score of his section and was replaced as a result

• demonstrated poor judgment when he failed to secure his $6,000 government instrument resulting in it being damaged

• failed to study for the promotion board resulting in him being removed from attendance

• incapable of planning for setbacks; failed to take appropriate action when needed or in the absence of orders; center failed a recent company command inspection

• failed to supervise subordinates; removed for inefficiency and replaced by a subordinate NCO; marred units ability to enforce standards and execute assigned tasks

• required maximum supervision to produce marginal results; ineffective Future Soldier program resulted in decreased Future Soldier retention rates within the center

•failed to achieve minimum standards of success

• unable to multitask in a high OPTEMPO area, due to lack of knowledge of his additional duty as security manager

• struggles with following up with tasks given to him by his first line leader

• failed to report misdemeanor offense to the chain of command

• failed to follow security protocols for classified documents, resulting in loss of his security clearance

• was unable to qualify in key EOD critical tasks; which limited the readiness of the entire company for pending deployment to Afghanistan

• failed to supervise and manage accountability of $1,000,000 worth of MTOE equipment, resulted in loss of $10,000 worth of equipment

• neglected to train Soldiers on the M936 wrecker; which resulted three vehicle recovery mission failures

• failed to use sound judgment when leading Soldiers in Motor pool operations

• majority of task are not complete and if complete they are not on time

• failed to take responsibility for the section requirements; constant negative feedback from the Support Operations Officer

• five of the seven Soldiers in section failed the APFT

• was unable to maintain a reliable shop production rate without constant supervision

• failed to supervise subordinates and follow proper maintenance procedures; resulted in the loss of $2,000 worth of repair equipment

• failed to properly manage personal finances; resulted in revocation of security clearance which reduced maintenance capabilities due to lack of supervision

 

 

Met standard

Rated NCO successfully achieves and maintains the required Army standards and organizational goals of leader competencies and attributes; effectively meets and enforces the standard for the unit and those in his/her charge; succeeds by taking appropriate initiative in applying the leader competencies and attributes; results have a positive impact on the mission, their Soldiers, the unit, and the Army; this level of performance is considered normal and typically demonstrated by a majority of NCOs of the same grade.

 

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• achieved 100% accountability of equipment during change of command inventories and had all identified shortages on order

• effectively managed his section by ensuring 100% of his Soldiers completed SSD level 1 before attending WLC

• efficiently led her fire team during the company field training exercise, enabling the team to meet or exceed all mission timelines

• developed a task assignment matrix to ensure subordinates clearly understood their roles while allowing them to accomplish delegated tasks

• built a cohesive team to accomplish all reconnaissance and security tasks with minimal oversight; completely competent

• enhanced unit readiness by ensuring his Soldiers completed annual MEDPROS training requirements, raised compliance from xx to xx%

• depicted sound forbearing, managed priorities; contributed to unit success by identifying and clarifying obstacles; ranked in the top xx% of the company

• managed mandatory requirements to ensure his boat detachment equipment was operational and secure

• achieved all tasks in a satisfactory manner; supported the commander’s safety and SHARP programs; accounted for all assigned equipment

• enforced the unit safety program during ranges, motor pool operations, and training events leading to zero injuries

• developed a strong prioritized work plan and anticipated change; completed all missions then assisted others to meet theirs

• supervised an effective maintenance program in the platoon; maintained readiness at xx% with no past due services

• achieved 100% accountability of equipment during Change of Command inventories and had all identified shortages on order

• turned in over 200 lines of CL IX repair parts while reorganizing g the section’s bench stock; returned over $150,00 of serviceable repair parts to the Army supply system

• enforced the unit safety program during ranges, motor pool operations, and all training events; resulted in zero injuries during the rating period

• can accomplish complex task with ease; designed the division drop zone and recovery plan

• produces the honor graduate every time a member of the team attends school

• builds team that can operate in a complex environment or the halls of an elementary school

• supervised an effective maintenance program in the Platoon; maintained readiness at 98% with no past due services and average turnaround of four days on work orders

• achieved positive results when confronted with major responsibilities and limited resources

• maintained 100% accountability of $200,000 worth of MTOE equipment which resulted in the Battalion’s operational rate never falling below 98%

• logged and tracked ammunition request for three BCTs with no discrepancies; properly forecasted Class V transfers from depot to Fort Hood’s ASP

• completed 51 of 70 tasks required to gain EOD Team Leader status in six months

• maintained and serviced EOD specific tools, robotics, and vehicles worth $790K; resulted in team readiness rate of 97%

• coordinated the inventory, packing, and delivery of over 75 pieces of HAZMAT, maintaining 100% accountability

• managed the mandatory requirements to ensure his boat detachment equipment was operational and secure

• achieved all tasks in a satisfactory manner Supported the commanders Safety and Sharp programs and accounted for all assigned equipment

• depicted sound fore-bearing, managed priorities; identified and clarified obstacles which contributed to unit success; ranked in the top XX% of the company

• obtained XX% of unit reenlistment goal due to (his/her) tenacious devotion towards mission accomplishment; placed XX among junior reenlistment NCOs within the brigade

• developed a strong priority work plan and anticipated constant change; successfully completed all missions, then assisted additional AR Career Counselors to meet theirs

• as assistant team leader, inspired his team to compete in the MPTY completion finishing winning the Brass Ensemble category

• enhanced unit readiness by ensuring his Soldiers completed annual MEDPROS training requirements, raised compliance from 74 to 91 percent

• successfully served in concurrent positions as Operations NCO and IMO while also leading his trumpet section and serving Bugle Roster NCOIC

• always proactive; planned for timely record updates of eligible personnel for the FY__ ____ Board resulting in 100% certification of records

 • flawlessly executed numerous manifest/SRP operations for brigade Solders deploying for contingency operations

• coached and mentored Soldiers to compete and win Soldier/NCO boards

• guided Soldiers to proper resources whenever help is needed and lends support and guidance

• provided over 70 Counterintelligence and Force Protection (FP) briefings and debriefings to over 300 personnel; increased awareness of FP threats

• conducted HUMINT capabilities briefings so that supported units could better understand how to properly employ HUMINT

• maintained accountability of all assigned equipment with zero losses or damage

• certified with her Patrol Drug Detector Dog with a 90% detection proficiency and 10% false response ratio

• 95% solve rate on all felony level investigations (31D); obtained highest confession rate in detachment/battalion

• maintained accountability of all assigned equipment with zero losses or damage

• multifaceted NCO that is committed to the ultimate and timely accomplishment of the mission

• maintained full accountability of assigned equipment; led the way on COMSEC audits

• developed a task assignment matrix to ensure subordinates clearly understood their roles while allowing them to accomplish delegated tasks

• built a cohesive team that accomplished all reconnaissance and security tasks with minimal oversight; completely competent

• successfully conducted three route reconnaissance missions during Warrior Forge

• earned a commendable rating on his Tank/Bradley during the commander’s maintenance inspection

• qualified his tank/Bradley (qualification rating) on Gun Table VI

• rated NCO leads his Soldiers through numerous door gunneries, each more complex than the last

• rated NCO leads Soldiers through Readiness Level progression; all Soldiers RL1

• maintained a 96 percent OR rate on his/her assigned aircraft; exceeding the DA standard for OR rate by 26 percent

• NCO able to train his Soldiers on all mandatory training and still include time for unit morale functions

• progressed to FI six months ahead of schedule; enhanced company level CE/RL progression training, all while supporting combat operations in multiple locations in OEF

• provided expertise in joint airspace operations serving as the Airfield Management Element (AME)

• aggressively improved and shaped the Battalion Aviation Element (BAE) during JRTC rotation 15-03

• conducted a PATRIOT/THAAD Capabilities Brief to the NATO Air Wing Commander enabling successful ADAM/BAE integration into Joint Air & Missile Defense Operations

• provided clear and concise engagement drill commands allowing for the successful C-RAM intercept and destruction of two enemy rockets targeting deployed troops

• executed flawless technical support to a JLENS surveillance operation of defended assets in the National Capital Region; provided flight profile analysis to Federal agencies

• successfully led a howitzer/launcher/fire direction center/fire support section during a CTC rotation; receiving accolades from the DIVARTY and Brigade Commanders

• provided clear and concise section crew drills during an Excalibur fire mission, resulting in a direct hit of the target

• effectively managed his section by ensuring that 100% of his Soldiers completed SSD level 1 prior to attending WLC

• showed great initiative by organizing and conducting OCIE layout and inventory without supervision

• efficiently led her fire team during the company field training exercise, enabling the team to meet or exceed all mission timelines

• qualified his tank during Tank Table VI with a score of 782 during Company Stabilized Platform Gunnery

• maintained 100% accountability of assigned equipment in excess of $4,000,000 through an NTC rotation and three FTX's

• assisted with arranging and conducting company urinalysis; zero positive results during this rating period

• inspects platoon Soldiers TA-50 monthly for accountability, serviceability, and cleanliness

• conducted BATS and HIIDES capabilities training so that fire team could better understand how to properly employ Biometric toolset in combat

• maintained accountability of all assigned equipment with zero losses or damage

 

 

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Organizational Level - E-6 thru E-8

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Did not meet standard

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• failed to supervise subordinates; relieved for ineffectiveness and replaced by junior NCO

• routinely failed to meet suspenses directed by his higher headquarters; failed to execute tasks and assignments on time; submitted x of x NCOERs late

• failed to maintain standards; section rating decreased from excellent to satisfactory

• cannot maintain team cohesion during training events; results in platoon demoralization

• reported to work under the influence of alcohol and could not execute his duties

• unable to adapt to change; violated EO principles by unfairly targeting female NCOs for their performance

• failed to maintain proper accountability upon return from FTX; lost equipment/sensitive items valued in excess of $xxK

• created an environment of conflict; made numerous negative comments about the commander to subordinate leaders

• failure to adequately forecast training requirements led to shortages of ammunition and pyrotechnics during squadron training events

• issued insufficient guidance and provided limited supervision to new Bradley crews during deployment preparation resulting in numerous safety violations

• demonstrated a lack of leadership skill; lacks the confidence, managerial skills, and ability to make immediate decisions without supervisor's guidance

• failed to supervise subordinates and follow proper maintenance procedures resulting in the loss of $xK worth of equipment

• failed to supervise subordinates; relieved for inefficiency and replaced by junior NCO

• failed to manage priorities of work; missed 3 mission critical deadlines

• failed to maintain property accountability; lost equipment valued in excess of $10,000

• failed to execute tasks and assignments in a timely manner

• routinely failed to meet suspense’s directed by his higher headquarters

• unable to adapt to change; unfairly targeted female 12B NCOs for their performance

• created an environment of conflict; made numerous negative comments about his Commander to subordinate leaders

• OR rating dropped below 75%

• inability to progress Soldiers above RL 3

• inability to meet established goals

• failure to apply CRM resulted in loss of training time

• inability to prioritize requirements, delegate tasks and apply the proper amount of supervision contributed to his platoon failing to SP on time during mission at NTC 15-6

• failure to adequately forecast training requirements led to shortages of ammunition and pyrotechnics during Squadron training events

• issued insufficient guidance and provided limited supervision to new Bradley crews during deployment preparation resulting in numerous safety violations

• failed to maintain proper accountability upon return from FTX; lost sensitive items valued in excess of $10,000

• missed numerous suspense dates to higher headquarters; failed to supervise and follow up on tasks delegated to subordinates

• reported to work under the influence of alcohol and was unable to execute his duties

• follows orders under supervision but does not attempt to be an independent problem solver

• continues to fail certification with an 85% detection proficiency after 3 attempts and 6 months of training

• section/squad failed multiple vulnerability tests resulting in the decreased security of the facility

• his efficiency and effectiveness on duty did not carry over to his off duty conduct

• demonstrated a lack of leadership skill; lacks the confidence, managerial skills, and ability to make immediate decisions without supervisor's guidance

• as a result of his/her training plan the XXX kennels has no certified dogs to support the installation or ACOM; certification rate has plummeted since their arrival

• failed to maintain current qualifications with platoons assigned weapon systems

• failed to meet suspense requirements, submitted 3 of 7 NCOERs late

• his/her inaction/action directly led to a (XX%) decrease in MWD certification rates across the ASCC

• failed to complete Structured Self Development (SSD) IV requirements; making him ineligible to be considered for Sergeant Major

• failed to improve Finance Ops measurements/percentage for the Brigade/Battalion; overall percentage does not meet DFAS standards

• failed to maintain standards and allowed Section rating to decrease from Excellent to Satisfactory

• failed to meet DOD FM certification timelines 42A CMF Organizational

• failed to improve the HR Metrics percentage for the Brigade/Battalion; overall percentage does not meet Army standards

• failed to ensure test materials were stored and secure in accordance with TRADOC and local policies

• failed to ensure proper implementation of the new DL Phase for 42R NCOES resulting in loss of the Institute of Excellence rating during the recent TRADOC Accreditation

• demonstrated a lack of initiative for both personal growth and the growth of his/her Staff

• portrayed constant inability to provide purpose, direction and guidance; lacked situational awareness; Soldiers misunderstood goals and priorities

• failed to accomplish quarterly retention objectives for FY XX; misinterpreted the changing operational environment; failed to initiate contingency plans

• required constant supervision; spirit to achieve and win was overshadowed by ineffective use of time and resources; unit exhausted limited assets to cover shortfalls

• received I Corps Commanding Generals’ three star award for outstanding performance during JRTC 02-02

• superior planning, organization, and coordination resulted in her leading the most successful deployment and redeployment of the 7 TBX in unit history The unit received the Army’s Deployment Excellence Award

• failed to take charge of his platoon; was counseled numerous times to counsel and mentor subordinates

• failed to keep accountability of assigned M4 during FTX; resulting in $650.00 Financial Liability Investigation of Property Loss (FLIPL)

• committed safety violation during explosive operations while deployed to OEF resulting in injury to subordinate Soldiers; revoked EOD badge and Team Leader certification 91 CMF Organizational

• failed to understand the importance of her duties, took advantage of every situation to avoid responsibility

• failed to realize the importance of performing assigned unit mission tasks on time

• was negligent in meeting his responsibilities causing numerous obstacles to mission accomplishment

• accomplished only three of the seven quarterly training objectives

• section failed to complete mandatory training, even when allotted additional resources

• unable to maintain team cohesion during training events; results in platoon demoralization

• Soldier fails to complete missions

• a body for the slot and nothing more. Places self, I, and me before his/her Soldiers

• was unable to maintain a reliable shop production rate without constant supervision

• failed to supervise subordinates and follow proper maintenance procedures; resulted in the loss of $2K worth of repair equipment

• failed to follow orders leading to revocation of security clearance; resulted in reduced maintenance capabilities due to lack of supervision

• declined to address subordinate’s request for assistance with personal issues

• did not accomplish all tasks and missions in a timely manner

• failed battalion certification nine times

• had the highest deadline rate in the company due to apathy

• takes little initiative to accomplish missions in a timely fashion

• knew the duty of a Squad Leader but failed to adhere to the roles and responsibilities of an Non-commissioned Officer; did not accomplish all tasks to his fullest capacity

• failed to comply with instructions of superiors on several occasions

• no effective battle hand-off with other platoon was conducted

• takes little initiative to accomplish missions in a timely fashion

• continually missed established suspense dates

• late on most suspense items

• afraid to take charge and provide directions and guidance to get the job done

• completes assigned missions to standard

• completes assigned tasks, only requires minimum oversight

• completes tasks when due

 

 

Met standard

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• maintained accountability of all assigned equipment with zero losses or damage

• conducts daily inspections of Soldiers to ensure compliance of Army and unit standards

• ensured training calendars are distributed to family members for awareness

• uses lessons learned to improve training and processes in his unit; detail oriented; always meets assigned suspenses

• enforced strict composite risk management and safety procedures achieving zero safety violations during rating period

• tracked all MEDPROS and training requirements ensuring unit was deployment ready; continually sought effective methods to enhance readiness

• provided appropriate amount of supervision to develop subordinates without sacrificing mission completion; built a cohesive team operating with minimal oversight

• ensured tank crews were recognized for their performance during gunnery and field training events

• assisted in maintaining 100% accountability of facilities and equipment valued over $xM

• trained his platoon during STX, CLFX, and MRE in deployment preparation, resulting in 100% first time GOs during the battalion external evaluation

• reinvigorated the unit NCODP program focusing NCOs on critical skills required of effective leaders

• performed an integral role as the 1SG; his leadership, expertise, and high standards profoundly affected the company's ability to function during his tenure

• ensured all test materials, lesson plans, POIs, and guest books were updated in preparation for TRADOC accreditation

• achieved all tasks in a satisfactory manner; supported the commander’s safety and SHARP programs and accounted for all assigned equipment

• committed to the mission; focused attention to detail in evidence collection directly resulted in the apprehension of x high value individuals

• enforced safety during ranges, motor pool operations, range density rotations, and all training events; resulted in zero injuries during the rating period

• inspects platoon Soldiers CTA-50 monthly for accountability, serviceability, and cleanliness

• avidly conducts inventories on assigned property weekly to ensure accountability

• regularly audits his Soldiers ERB, and updates duty descriptions to capture new requirements

• maintained accountability of all assigned equipment with zero losses or damage

• conducts daily inspections of Soldiers to ensure compliance of Army and unit standards

• ensured training calendars are distributed to family members keeping them aware

• regularly audits his Soldiers ERB, and updates duty descriptions to capture new requirements

• built job books for squad’s Soldiers and conducted classes weekly to maintain training and proficiency

• provides the appropriate resources for training

• uses lessons learned to improve training and processes in his unit detail oriented; always meets assigned suspense’s

• kept the command updated on new software updates for all Field Artillery Weapons Systems

• conducted HUMINT capabilities briefings so that supported units could better understand how to properly employ HUMINT

• maintained accountability of all assigned equipment with zero losses or damage

• achieved an OR rating of 75-80%

• facilitated certifications of all assigned SMs on S-UAS systems

• completed a 500HR Phase Maintenance Inspection in established Battalion standards

• completed a 250HR inspection in established Battalion Standards

• enforced strict composite risk management and safety procedures achieving zero safety violations during rating period

• planned logical and sequential training matrix to ensure company met every pre-deployment standard; frequently monitored progress to achieve all milestones

• utilized the 1/3-2/3 rule while planning operations to enable all tasks to be completed to standard prior to unit movement; provided NCOs the latitude to act independently

• successfully tracked all MEDPROS and training requirements ensuring unit was deployment ready; continually sought more efficient methods to enhance readiness

• provided appropriate amount of supervision to develop subordinates without sacrificing the completion of the task; built cohesive team that with operated with minimal oversight

• ensured tank crews were appropriately recognized for their performance during gunnery and field training events

• demonstrated steadfast dedication to continuing education by completing all but his last class towards his undergraduate degree

• completed Staff and Faculty training; applied his knowledge to upgrade doctrine improving the training given to civilians, officers, NCOs and, Soldiers

• assisted in maintaining 100% accountability of all facilities and equipment valued at over ___

• certified with her Patrol Explosive Detector Dog with a 95% detection proficiency and 10% false response ratio

• received American Corrections Association certification as a Corrections Officer

• trained his platoon during STX, CLFX, and MRE in deployment preparation, resulting in 100% first time GOs during the battalion external evaluation

• as a result of his/her optimum training plan the percent of certified Military Working Dog teams was maintained and is on par with the ACOMs average

• reinvigorated the unit NCODP program focusing NCOs on critical skills required of effective leaders

• performed an integral role as the 1SG; his leadership, expertise and high standards had a profound impact on the Company's ability to function over his tenure

• maintained satisfactory certification rates of Military Working Dog teams within the ACOM

• ensured commanders intent by accomplishing all assigned missions and tasks to standard

• provided over 70 Counterintelligence and Force Protection (FP) briefings and debriefings to over 300 personnel; increased awareness of FP threats

• conducted HUMINT capabilities briefings so that supported units could better understand how to properly employ HUMINT

• maintained accountability of all assigned equipment with zero losses or damage

• task oriented and detail minded; completes assignments

• unparalleled ability to multitask and achieve outstanding results

• set stringent, yet achievable, performance standards for subordinates

• ensured all test materials, lesson plans, POIs, and guest books were updated and ready to meet standards in preparation for the TRADOC Accreditation

• led his staff to properly training 220 Soldier/musicians during this rating period with a 95 percent pass rate

• ensured his staff completed all Instructor Qualification courses to meet TRADOC requirements for cadre members

• recognized individual and team efforts that shaped positive morale, motivation and future actions; increased Soldiers sense of worth through appropriate recognition

• supervised, managed and controlled priorities of work; resulted in Soldiers activities determining proper avenues to achieve predetermined end state

• identified ways to maintain levels of unit readiness; managed a retention budget in excess of $XX and processed $XX bonus payments with zero errors

• coordinated the inventory, packing, and delivery of over $100,000 of section equipment in conjunction with BRAC move, maintaining 100% accountability

• managed the mandatory requirements to ensure eight companies were fully operational with the proper security clearances of 88N personnel

• achieved all tasks in a satisfactory manner Supported the commanders Safety and Sharp programs and accounted for all assigned equipment

• arranged Class V storage points during gunnery Table 18, ensured the proper placement of munitions was in accordance with NEW and blast radius

• committed to mission at hand; focused attention to detail in evidence collection directly resulted in the apprehension of 21 high value individuals

• transported 250,000 rounds of standard ammunition and 700 rounds of pyrotechnics in support of unit’s CREW ground mount qualifications and in preparation for additional training during the AT period

• was responsible for ensuring Battalion motor pool facilities; increased Battalion maintenance capability and infrastructure

• emphasized safety during Battalion Range Density rotations, resulting in zero accidents

• accepted responsibility for her actions and those of subordinates

• accomplished all assign task within standards; on or ahead of time

• achieves directed standards within directed timelines

• builds teams that support the commander’s vision and intent

• Soldier successfully accomplished assigned tasks or missions

• does what is needed and only when needed

• achieved 100% accountability of equipment during Change of Command inventories and had all identified shortages on order

• turned in over 200 lines of CL IX repair parts while reorganizing g the section’s bench stock; returned over $2K of serviceable repair parts to the Army supply system

• achieved 100% accountability of equipment during change of command inventories and had all identified shortages on order

• enforced the unit safety program during physical and tactical training events leading to zero loss or injuries

• totally reliable, completes all tasks in a timely and professional manner

• enforced the unit safety program during ranges, motor pool operations, and all training events; resulted in zero injuries during the rating period

• effectively executed all goals or missions assigned, regardless of difficulty

• maintains 100% accountability of all equipment

• willing to spend additional effort and time to accomplish all assigned tasks

• can be relied on to successfully complete all assignments

• took the initiative and makes things happen

• works until the mission is completed

• works until the job is accomplished

• attains results regardless of the mission or tasks

• carries out all duties with little supervision

• performed all duties in an efficient manner

 

 

Exceeded standard

Rated NCO performs above the required Army standards and organizational goals of leader competencies and attributes; this NCO and his/her Soldiers often take disciplined initiative in applying leader competencies and attributes; results have an immediate impact on the mission, their Soldiers, the unit, and the Army; this level of performance is not common, typically demonstrated by the upper third of NCOs of the same grade.

 

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• driving force behind overhauling profile PT; developed battalion SOP with an athletic trainer to return xx% of injured IET Soldiers back to training

• implemented a rigorous Special Emphasis PRT program removing xx Soldiers from the Army Body Composition Program

• emphasis on development resulted in xx personnel passing the Master Gunner course and xx passing NCOES schools with more than xx% receiving honors

• coordinates with other first sergeants in the battalion to ensure readiness; selfless leader who uses his abilities for the benefit of the larger organization

• provided thoughtful oversight and feedback during gunnery training allowing all crews to overcome deficiencies; qualified all xx vehicles with x distinguished crews

• detailed planning and preparation for missions earned constant praise and recognition from JRTC O/CTs; focused on continual improvement throughout the rotation

• designated as lead platoon for the task force during NTC Rotation xx-xx; led company in confirmed kills throughout the rotation

• coached xx teams through platoon STX lanes during NTC train-up; resulted in x teams being recognized for fastest ready time during NTC rotation

• received accolades for developing, processing, and tracking xxx Instructor Certification packets and reducing processing time by xx%

• emphasized safety through extensive risk management; responsible for the unit earning the Army Safety Award for the x consecutive year

• supervised the installation and testing of a remote site antenna system; saved the unit $xK in installation fees

• demonstrated extraordinary networking skills ensuring the NCO Academy was appropriately linked to TRADOC learning institutions and higher headquarters

• created a highly inspirational environment for the NCOA staff, ALC, and SLC students to train, broaden their creativity, and execute experiential learning methods

• superbly monitored performance to identify strengths and correct weaknesses; resulted in 100% graduation rate of xxx NCOES students

• gained working knowledge of local language to facilitate effective communication between Soldiers and local nationals working in his section

• created a program enabling the unit to exceed standards during the Department of the Army Environmental inspection resulting in “Best in Garrison”

• enabled x companies in the battalion to meet or exceed DA goals by turning-in excess equipment within a xx day period, saving the Army more than $xxx K

• number one producer of new recruits in the entire recruiting command with xx% tier I applicants

• can achieve mission success with little or no guidance; performs at a high level

• trained and familiarized more than xxx Soldiers on the use and maintenance of night vision devices and communications equipment; increased operator fault diagnosis by xx%

• placed a strong emphasis on Soldier and equipment safety, section performed more than xxx service and support missions without incident and accident free

• led an OCONUS deployment to and redeployment from _____; accounted for $xx million in property without loss

• cross-trained Soldiers to function in all areas of S3 operations

• earned the Army Basic Instructor Badge

• entire platoon earned the physical fitness badge during rated period

• driving force behind overhauling profile PT; developed battalion SOP with an athletic trainer to return 74% of injured IET Soldier’s back to training

• ran an independent camp in the middle of Mosul, Iraq; responsible for everything from logistics to security

• nominates his Soldiers to compete at Soldier and NCO recognition boards to build confidence and competence

• earned the physical fitness badge at the 17-21 age group

• avidly conducts inventories on assigned property weekly to ensure accountability

• solicits the local police department quarterly to educate Soldiers of emerging threats and concerns affecting Soldier safety

• an excellent manager of time; ensures his unit has the necessary time to improve performance

• a trusted professional; can always be counted on to provide timely and accurate feedback constantly learning; continues to improve the efficiency of his unit

• incorporated Raven Operations into convoy operations performing over 60 mounted patrols; that capability significantly contributed to a decrease in convoy attacks

• emphasis on personnel development resulted in 12 personnel passing the Master Gunner course and 35 passing NCOES schools with over 50% receiving honors

• supervised the installation and testing of M119A3 upgrades for the Battalion; responsible for the successful validation of software and hardware integration and system support

• achieves an OR rating of 80-85%

• completed a 500HR Phase Maintenance Inspection in 5-10 days under established Battalion standards

• completed a 250HR inspection 1 day under established Battalion standards

• coordinated all necessary resources (land, ranges, ammo, etc) for training events in order to maintain unit proficiency

• cross-trained section for Soldiers to function in all areas of S3 Operations

• consistently coordinated with other first sergeants in the battalion to ensure readiness; selfless leader who utilized his abilities for the benefit of the larger organization

• provided thoughtful oversight and feedback during gunnery training that allowed all crews to overcome deficiencies; qualified all 14 vehicles with six distinguished crews

• detailed planning and preparation for missions earned constant praise and recognition from JRTC O/CTs; focused on continual improvement throughout the rotation

• designated as lead platoon for the task force during NTC Rotation 15-6; led company in confirmed kills throughout the rotation

• overcame harsh environment and OPFOR while leading his Scout Section in movement to contact; placed indirect fire on choke point to disrupt enemy advance

• coached 15 teams through platoon STX lanes during NTC train-up; resulted in three of the team being awarded for fasted ready time ad NTC 12-26

• developed, processed and tracked 578 Instructor Certifications packets; cut the processing time by 50 percent and received accolade for NG, RC, and 15th RSB

• emphasized safety through extensive Risk Management; responsible for the unit earning the Army Safety Award for the second consecutive year

• encouraged critical thinking for subordinate leaders by creating challenging and complex training scenarios resulting in three junior handlers achieving a first time go at MACOM Certification

• elicited a confession from a rape subject in a challenging case with virtually no other evidence

• as a junior staff sergeant, was selected as a platoon sergeant in a MToE Detention Company; his platoon was rated best in the battalion

• maintained the highest certification rate in his/her ACOM; certification is X% higher than any other kennel

• implemented a rigorous Special Emphasis PRT program that removed 12 Soldiers from the Army Body Composition Program

• established a mentorship program for newly assigned DA Certification Authorities ensuring equitable standards for all working dog certifications across FORSCOM

• received American Corrections Association certification as a Corrections Supervisor

• earned the Army Basic Instructor Badge during the rated period

• led team to produce over 350 Intelligence Information Reports resulting in actionable intelligence and the prosecution of 5 HVTs

• led the detachment in the production of Intelligence Information Reports (IIRs) and consumer evaluations of IIRs; 53% and 82% respectively

• supervised the installation and testing of an antenna system at a remote site; saved the organization $10,000 in installation fees

• inspired Soldier in her platoon to achieve Soldier of the Year honors

• mentored a substandard Soldier in an effort to improve their run; resulted in the SM passing the APFT run event after numerous previous failures

• result driven; awarded the Towson medallion by the Finance Corps

• demonstrated attention to detail with overdue DD93’s and SGLV’s bring the Brigade percentage from _____% overdue to within the Army Standard of less than 2%

• motivated Soldiers in platoon/section to be removed from overweight program

• demonstrated extraordinary networking skills ensuring that the NCO Academy was appropriately linked to TRADOC Army learning institutions and higher headquarters

• created a highly inspirational environment for the NCOA staff, ALC and SLC students to train, broaden their creativity, and execute experiential learning methods

• superbly monitored performance to identify strengths and correct weaknesses; resulting in 100% graduation rate of over 220 NCOES students

• exceeded battalion RA and AR missions for FY XX; critical recruiting operations activities were expertly executed; increased Future Soldier sustainment rates by XX%

• ensured courses of action focused on desired outcome; produced the top RA Career Counselor in the brigade for FY XX; commended by the TRADOC CG for performance

• overachieved IRR to SELRES enlisted mission; led XX areas for FY XX with a combined transfer rate of XX%; command exceeded the FY Officer SELRES mission

• led an OCONUS deployment and redeployment to OEF 12-13; executed 427 TCO’s, 167 sling loads, and accounted for $75 million in property without loss

• developed and implemented the units charge of Quarters SOP; adopted by the BN CSM as the standard for all units within the battalion

• gained working knowledge of local language in order to facilitate effective communication between Soldiers and Afghan local nationals working in his section

• synchronized and directed the tactical ground shipment of over 950 short tons of ammunition, ranging from individual weapons to crew serve, to Bagram, Afghanistan in support of OEF

• planned and executed 47 CONUS EOD missions, disposing of 583lbs of unstable UXOs without damage to infrastructure, property or loss of life

• liaised with 10 Allied NATO Armed Forces and the Kandahar Airfield Ammunition Supply Point; established a plan to destroy unserviceable ammunition saving those nations $3M

• integrated one of the first EOD teams with two SF ODA teams for 60 operations; selected above peers to lead autonomously from the company for this geographically dispersed assignment

• ensured the Battalion received a first time “Go” during its CIP assessment by conducting impromptu inspections for each company within the Battalion

• created a program that enabled the unit to exceed the standard during the Department of the Army Environmental inspection resulting in “Best in Garrison”

• enabled three companies in the Battalion to meet or exceed DA goal by turning-in excess equipment within a 90 day period; saving the Army over $276K

• sought out by subordinate and peers alike due to vast knowledge of GCCS-A; increased successful transaction rate by 40%

• achieved superior rating on Tank Table VI with a score of 862; ninth best score in the company

• led his Tank Section in movement to contact during Warrior Strike; disrupted four enemy OPFOR advancement on objective

• produced three of the four Soldiers of the Quarter in the 10thINF DIV (L)

• number one producer of new recruits in the entire recruiting command with 15% tier I applicants

• Soldier achieved Senior Army Instructor Badge nine months ahead of schedule

• Soldier can achieve mission success with little or no guidance; performs at a high level

• simply put; this is a reliable source to meet mission requirement without fail

• trained and familiarized over 190 Soldiers on the use and maintenance of night vision devices and communications equipment; increased operator fault diagnosis by 25%

• conducted weekly four percent urinalysis; resulted in zero defamatory discrepancies in the company

• utilized his personal combat experience to enhance organizational capabilities; sought after by the Battalion CSM for advice during Military Decision Making Process

• placed a strong emphasis on Soldier and equipment safety, resulting in the section performing over 150 service and support missions incident and accident free

• selected as XX MP CO NCO of the Quarter

• surpassed the brigade's retention objectives by 175%

• exceeded delayed entry program functions by 7 events

• won the Fort Sheridan land navigation course competition

• completed all missions well above standard, being the example other team leaders in the platoon should strive to meet

 

 

Far exceeded standard

Rated NCO performs extraordinarily above the required Army standards and organizational goals of leader competencies and attributes; leadership enables Soldiers and unit to far surpass required organizational and Army standards; demonstrated performance epitomizes excellence in all aspects; this NCO and his/her Soldiers consistently take disciplined initiative in applying leader competencies and attributes; results have an immediate impact and enduring effect on the mission, their Soldiers, the unit, and the Army; often demonstrated by the best of the upper third of the NCOs of the same grade.

 

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• platoon captured number one and two of the brigade’s high value targets during recent deployment

• prioritized safety in all operations, including x small arms ranges and x field exercises; led to the company earning the Army Safety Streamer and no AGARs

• earned Drill Sergeant of the Cycle honors four times during rated period

• motivates subordinates to exceed the standards; consistently ensures subordinates are credited for their accomplishments

• cultivated a mindset to get better every day; encouraged subordinates to introduce ideas for improving the operating efficiency of the organization

• provided the necessary top cover to eliminate distractions in his unit; allowed subordinates the time and opportunity to excel

• deployed/redeployed S3 section with zero accidents/incidents and no loss of equipment

• recognized for his exemplary performance by the Commander, Operations Group in the final AAR during NTC Rotation xx-xx

• his attention to detail improved over xx% of the annual brigade CIP areas; 100% of the previous "needs improvement" areas were fixed

• emphasis on Soldier development resulted in x distinguished honor graduate(s), x Soldiers recognized on the Commandant's List, and the Brigade NCO of the Year

• earned the Army Senior Instructor Badge/Army Master Instructor Badge; completed more than 400/880 hours of instruction over mandated requirements

• as deputy commandant, led his SGLs to earning an Institute of Excellence rating though determination, drive, and the passion for excellence

• managed world-class leadership training for xx AC and RC NCOs resulting in a competent and adaptive NCO corps exceeding the needs of a developing Army

• received Commanding General’s three star award for outstanding performance during JRTC xx-xx

• her superior planning, organization, and coordination led to the most successful unit deployment and redeployment to receive the Army’s Deployment Excellence Award

• planned and coordinated the battalion truck rodeo which became a brigade standard; cited as key to improved vehicle operators and accident decline within the brigade

• improved the Army’s readiness; trained over 3,000 Soldiers, NCOs, and Officers across three continents on CMDP during AAME evaluations

• ensured unit completed all RESET operations on 1,564 pieces of equipment post deployment; resulted in the unit being mission ready 90 days ahead of schedule

• provided solutions for systemic faults identified across the BCT’s 200 communications devices; resulted in new software upgrades which improved communications capabilities by 50%

• managed five BCTs 026 and CJME reports daily and worked to coordinate CL IX parts flow resulting in an average overall OR rating of 97%

• maintained 100% accountability of all assigned property with a value more than $xM; filled $xxx worth of shortages through reuse agencies

• resourced a $xxK project with a private sector host at no cost to the organization to enhance training selection for the future Soldier

• always mission ready, thinking outside of the box; capable of turning any mission into a great success—clearly head and shoulders above his/her peers

• acknowledged for resourcefulness in going beyond expectations; performs at level(s) above grade

• is a reliable source that the chain of command & NCO support channel can depend on to get the most demanding, difficult, and challenging tasks done

• completed _____ course with an average score of 95% or better

• platoon captured number one and two of the brigade’s high value targets during recent deployment

• entire platoon earned the physical fitness badge during rated period

• prioritized safety in all operations, including three small arms ranges and three field exercises; led to the company earning the Army Safety Streamer and no AGARs

• earned Drill Sergeant of the Cycle honors four times during rated period

• motivates subordinates to exceed the standards; consistently ensure subordinates get credit for their accomplishments

• cultivated a mindset to get better every day; encouraged subordinates to introduce ideas for improving the operating efficiency of the organization

• provided the necessary top cover to eliminate distractions in his unit; allowed subordinates the time and opportunity to excel

• direct influence in the unit being awarded the Henry A. Knox award as the most proficient FA Battery for 2014

• focus on safety and doing the right thing facilitated the Battalion receiving the Army Safety Streamer for FY15

• conducted over 1000 hours of error-free Counter-Fire warnings using the to theater AORs; by far the highest mission rate in the command

• achieved an Operational Readiness Rating (OR) of 85% or higher for the year

• completed a 500HR Phase Maintenance Inspection 10 days under established Battalion standards or less

• completed a 250HR Inspection 2 days under established Battalion standards

• received commendable rating during OIP Inspection

• deployed/redeployed S3 section with zero accidents/incidents and no loss of equipment

• personally recognized by for exceptional leadership and coordination of a DART and PRC missions

• progressed three FIs, six CEs to RL1, and 22 CEs to RL2 at the company level with limited FIs, all while supporting combat operations in multiple locations in OEF

• earned top company in the battalion during Panther Thunder gunnery; qualified all vehicles with a company average of 877

• earned the prestigious Draper Armor Leadership Award for best Cavalry Troop in the 1st Cavalry Division

• recognized for his exemplary performance by the Commander Operations Group in the final AAR during NTC Rotation 15-1

• recognized as the top platoon sergeant in the battalion and selected for Project Warrior to serve as an OC/T at NTC to pass his knowledge and experience throughout the force

• performance clearly merits the recognition as one of the best AIT Instructors in the Regimental Signal Corp, ranks first of seven AIT that I Senior Rate

• his attention to detail resulted in improvement in over 80% of the areas judged on the annual Brigade CIP; 100% of the previous "needs improvement" areas were fixed

• emphasis on Soldier development resulted in one distinguished honor graduate, six Soldiers recognized on the Commandant's List, and the Brigade NCO of the Year

• selected by the Military Police Regimental Command Sergeant Major from a world wide selection process to serve as a Small Group Leader for ALC

• exhibited impeccable foresight and long term planning abilities through development of three individual MWD training plans resulting in 20% certification increase

• inducted into the Sergeant Audie Murphy Club during rated period

• earned the Army Master Instructor Badge; completed over 880 hours of instruction in addition to all the mandated requirements

• earned the Army Senior Instructor Badge; completed over 400 hours of instruction in addition to all the mandated requirements

• his/her high standards of training resulted in the highest military working dog certification percentage in (Brigade or ACOM)

• trained and led a team of three correctional specialist to compete and win the annual Military Police Warfighter Challenge

• essential in his company winning the JP Holland award for the best MP company in the Army

• personally selected to serve on two Army level Tiger Teams and the MWD Critical Task Selection Board; HQDA, HRC and USAMPS all consider him a SME

• mentored and guided his company as a First Sergeant to compete and win the Army Corrections Command Brigadier General Barr Award for best Detention Company

• supervised eight HUMINT teams and two LLVI teams resulting in the production of 4000 SIGINT reports, 1500 HUMINT reports and the prosecution of 35 HVTs

• prioritized safety in all operations, including three small arms ranges and three field exercises; led to the company earning the Army Safety Streamer and no AGARs

• developed and enforced a HUMINT SOP and long-range training plan including MOS enhancing courses; set the standard for BCT HUMINT training

• completed online _________course, resulting in an average score of 95% or better

• disbursed $_____with no loss, over a ___period

• achieved an interest penalty of ____exceeding the DA Joint Reconciliation Program goals of 95%; saved $_____on contractual discounts

• coached team to place first in Post Tournament

• commended by the _______ for weekly consolidation, review, and timely submission of the Division PERSTAT; over _______ Soldiers accounted or at any time

• as Deputy Commandant he led his SGLs to earning an Institute of Excellence rating though determination, drive and the passion for excellence

• managed world-class leadership training for 220 AA and RC NCOs resulting in a more competent and adaptive NCO corps that exceeds the needs of a developing Army

• re-designed the NCOA training classroom environment incorporating the latest technologies, saving time needed in learning new entertainment concepts by 1 week

• inspired and trained his team to compete as the School of Music Army 10 Miler team, team finished in 19th place overall in the team category

• one of only XX to earn the master recruiter badge for FY XX, the capstone of USAREC awards; placed among the elite XX% of the command; enhanced the face of USAREC

• chosen over XX NCOs by the Division CSM to serve as the Retention Operations NCO for the 82nd Airborne Division due to (his/her) exemplary FY XX retention rates

• assessed (his/her) battle space to obliterate organizational goals; earned commands preeminent reenlistment award; overachieved XX% for FY XX

• received I Corps Commanding Generals’ three star award for outstanding performance during JRTC 02-02

• superior planning, organization, and coordination resulted in her leading the most successful deployment and redeployment of the 7 TBX in unit history The unit received the Army’s Deployment Excellence Award

• planned and coordinated the battalion truck rodeo that is now a Brigade standard His rodeos have been cited as the key to vehicle operator improvement and accident decline within the brigade

• provided crucial EOD support to the U.S. Secret Service on multiple missions for the protection of POTUS and heads of State during United Nations General Assembly (UNGA)

• issued over $2.5M worth of ammunition to three Batteries at six FOBs and COBs across 20 miles of austere terrain in Afghanistan without incident or loss of accountability

• tracked and processes over 5500 Class V transactions valued at over $65M during OEF with zero errors

• maintained 100% accountability of all assigned property with a value over $1M; filled $120K worth of shortages through reuse agencies

• prevented fraud, waste and abuse with stringent tracking of over $130K worth of Class IX parts, received a 100% on bi-weekly Reconciliation Reports

• managed the Battalion NTV contract valued at over $750K; acted as sole Battalion liaison with local TMP and ITO office in a deployed environment

• resources a 25K project with private sector host at no cost to the organization to enhance training selection for the future Soldier

• provided the Army Solution to retrograde of equipment that saw a 100% increase of accountability and return to inventory; $5.8B in assets

• developed, coordinated and executed the III Corps wayward equipment roundup; resulting in the reestablishment of $28M in missing equipment

• produced the Distinguished Honor Graduate for the last 10 cycles

• Soldier is always mission ready, thinking outside of the box. Capable of turning any mission into a great success clearly head and shoulders above his/her peers

• acknowledged for being resourceful in going above and beyond the expectations. Currently performs at level(s) above grade

• is a reliable source that the chain of command & NCO support channel can depend on to get the most demanding, difficult, and challenging task. He/she will get it done

• improved the Army’s readiness; trained over 3,000 Soldiers, NCOs, and Officers across three continents on CMDP during AAME evaluations

• ensured unit completed all RESET operations on 1,564 pieces of equipment post deployment; resulted in the unit being mission ready 90 days ahead of schedule

• provided solutions for systemic faults identified across the BCT’s 200 communications devices; resulted in new software upgrades which improved communications capabilities by 50%

• managed five BCTs 026 and CJME reports daily and worked to coordinate CL IX parts flow resulting in an average overall OR rating of 97%

• selected as XX MP BDE NCO of the Quarter

• raised the squad/section/platoon PT score by 50%

• her leadership and training plan increased the platoon APFT average from 223 to 286 points during rating period

• stood above peers in all things; the best SGT I’ve rated in 10 years

 

 

Soldier Donated Content

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• executed 25 EOD emergency response missions and planned operations ISO OFS; disposed of 19 explosive hazards and submitted 21 items for exploitation

• coordinated deployment to Afghanistan of entire companies MTOE equipment valued at $14.7M and in excess of 71,760 lbs. without loss or damage

• conducted 2 high profile Post Blast Analyses, assisted OSI with investigation, corrected deficiencies in TTPs and patrols within Bagram AO

• enrolled in bachelors degree program; completed nine college semester hours with a 4.0 GPA and received an Associates Degree

• conducted over 600 hours of CARCO; provided EOD support to CF maneuver elements, ensured movement within the Bagram Ground Defense Area (BGDA)

• maintained 100% ready status of $2.5 million worth of assigned team gear and theater provided equipment, allowed for rapid response within the BGDA

• selected above 60 peers and more senior NOCs to serve as the Battalion Operations Sergeant Major (Far Exceeded Standard)

• multi-skilled leader capable of communicating influence of a common vision among others outside the Chain of Command (Far Exceeded Standard)

• maintained accountability of BN fleet of GSA vehicles and BN HQ and Team buildings, exceeding $2.5 million in property (Far Exceeded Standard)