Develops 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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• continually fails to attend required NCOES schooling; questionable reasons for non-attendance are ill-timed in notification

• failed to begin or complete any military or civilian education; reluctant to accept responsibility for development and improving organizational effectiveness

• fails to coach or mentor Soldiers to participate in any Soldier of the Month or promotion boards

• rated NCO did not foster an environment of fair treatment or awareness of others which allowed turmoil and low morale to breed among the junior enlisted

• failed to effectively develop subordinates by not allowing Soldiers to learn from their mistakes

• did not accurately track mandatory training resulting in expired weapons qualification and APFT results for Soldiers in his team/crew

• inappropriate conduct adversely affected morale and discipline among peers and subordinates

• demonstrated a lack of knowledge in most assigned duties, does not follow instructions resulting in mission failure, and is a threat to the safety of the company

• mismanaged time and effort during maintenance days; failed battalion-level inspections on multiple checklist items; single-handedly lowered OR rate by xx%

• displayed indifference toward suggestions for correcting substandard performance; missed numerous opportunities for improvement and career progression

• failed to attend scheduled new equipment training, resulting in section non-mission capable equipment due to improper maintenance practices

• created a hostile work environment by accepting zero responsibility for PCCs and PCIs; resulted in numerous missed missions and non-operational equipment

• failed to begin or complete any military education; reluctant to accept responsibility for development and improving organizational effectiveness

• failed to motivate and assist in the growth of others; none of his subordinates completed any military or civilian education during the rating period

• failed to ensure that subordinates completed mandatory annual training

• removed from team leader position for contributing to a toxic work environment

• failed to attend scheduled new equipment training, resulting in his section’s grader becoming non-mission capable due to improper maintenance practices

• hindered Soldier development by actively discouraged Soldiers from enrolling in college

• failed to implement training using new software upgrades on Field Artillery Weapon Systems resulting in the sections inability to provide Accurate Field Artillery Fires

• continually fails to attend required NCOES schooling; reasons for non-attendance are questionable and ill timed in notification

• failed to ensure that continuity operations were executed and documented by outgoing personnel; incoming required substantial training as a result

• failed to implement training using new software upgrades on AMDWS resulting in a failure to integrate into the ADAM/BAE Cell during BCTP

• fails to coach or mentor Soldiers to win or participate any Soldier of the Month or Promotion boards

• Rated NCO did not foster an environment of fair treatment or awareness of others which allowed turmoil and low moral to breed amongst the junior enlisted.

• failed to lead, develop and achieve soldiers which resulted in a unaccomplished mission

• unsuccessfully in creating a environment for encourages initiative and self-improvement

• failed to develop a mutual trust between Leaders, Soldiers and subordinates; ineffective leader

• unbalanced leader; lacks commitment to lifelong learning and Soldier for life

• undermines chain of command and demonstrates negative attitude toward those in positions of authority

• consistently failed to correct training deficiencies discovered during the AAR process while participating in squad life fire

• failed to effectively develop subordinates by not allowing Soldiers to learn from their mistakes

• did not accurately track mandatory training resulting in expired weapons qualification and APFT results for Soldiers in his team/crew

• adversely affected morale and discipline among peers and subordinates with inappropriate conduct

• failed to make efforts to improve his behavior during this rating period

• took an apathetic approach to the health and welfare of troops; his entire team failed to meet the height and weight standard

• his failure to supervise resulted in non-compliance with regulations and a deficiency noted on the Annual Kennel Inspection and Assessment

• demonstrated poor Interpersonal Communication Skills while attempting to defuse volatile situations with prisoners

• demonstrated improper investigative techniques and provided non-regulatory guidance to less experienced agents

• failed to begin or complete any military or civilian education; reluctant to accept responsibility for development and improving organizational effectiveness

• failed to motivate and assist in the growth of others; none of his subordinates completed any military or civilian education during the rating period

• failed to ensure that subordinates completed mandatory annual training

• failed to begin or complete any military or civilian education; reluctant to accept responsibility for development and improving organizational effectiveness

• failed to motivate and assist in the growth of others; none of his subordinates completed any military or civilian education during the rating period
• failed to ensure that subordinates completed mandatory annual training

• affected moral and discipline within section

• fails to mentor subordinates

• didn’t counsel Soldiers as required

• fails to mentor subordinates

• fails to conduct monthly counseling’s with Soldiers

• demonstrated a lack of interest in acquiring military or civilian education this entire rating period

• as a section leader, two of his five Soldiers failed to pass the APFT

• as Operations NCO, he displayed difficulty in paying attention to detail while coordinating major musical mission

• displayed meager enthusiasm and optimism; (his/her) actions discouraged others to develop and reach their full potential

• lacked the ability to inspire Soldiers and meld a cohesive team; unit failed to unite; Soldiers declined both personally and professionally

• weakened unit dexterity; failed to ensure subordinates completed mandatory annual training

• counseled by the Battalion CSM for having the least qualified platoon in the company

• unable to train others due to his lack of knowledge of his occupational specialty

• demonstrated a lack of knowledge in most assigned duties, does not comply with instructions and is a threat to the safety of the company

• created a hostile work environment through accepting zero responsibility for PCCs and PCIs on MRAP; resulted in numerous missed EOD missions and convoy deadlines

• mismanaged time and effort during maintenance days; failed Battalion level inspections on multiple check list items and single handedly lower OR rate down 27%

• did not supervise or train Soldiers in their MOS; often left subordinates unsupervised

• did not enforce post speed limit policy; his Soldier received a speeding ticket in a tactical vehicle as a result

• exhibited poor use of time management failed two college courses

• failed to complete his SSD even with dedicated training time, resulting in a missed NCOES course

• failed to complete Structured Self Development even with dedicated training time

• 75% of squad has not enrolled in SSD for grade

• unable to train basic skill level 10 tasks to Soldiers; delegated to a subordinate

• displayed indifference towards suggestions for correcting substandard performance; missed numerous opportunities for improvement and career progression

• demonstrated favoritism towards a select few technicians in the shop; directly affected the morale, discipline, and development of the section

• failed to reinforce and develop shop processes resulting in increased down-time for non-mission capable pacing items

 

 

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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• effectively monitored subordinates’ Structured Self Development progress to ensure career development

• encouraged Soldiers to pursue education and professional development opportunities; resulted in xx% of section enrolling in technical courses to improve proficiency

• willingly devoted many hours of personal time to assist x Soldiers through the college application process and the navigation of online college classes

• enrolled in bachelor’s degree program during off-duty time; completed xx college semester hours in _____ with a x.x GPA

• mentored and trained Soldiers who won Soldier of Month/Quarter/Year or recommended for promotion to higher grade

• requested, attended, and completed the Total Army Instructor Course to improve teaching abilities and instructional presentation of training for the unit

• utilized AARs to develop a trends analysis that was incorporated into tactical operations lessons learned for updates to unit SOPs

• demonstrated positive attitude toward training events; seized every opportunity to incorporate hip pocket training to ensure his Soldiers were always learning

• constantly instilled a positive work environment resulting in a high state of section morale, readiness, and teamwork

• inspires Soldiers at all levels with his work ethic, dedication to his section, and his personal drive and energy to do things perfectly

• analyzed and developed training to further embody the warrior spirit; taught basic combatives, resulting in xx Soldiers earning level 1 qualification

• spearheaded a meticulous round-robin training event enabling xx Soldiers to earn first-time GOs in all Army Warrior Tasks

• requires Soldiers to accomplish all mandatory training before recommending future training

• encouraged and mentored x team members to graduate from ____ Course

• cross-trained x Soldiers on infantry tactics for an upcoming deployment

• ensured all training was properly planned and resourced resulting in certifying x Soldiers; increased Soldiers' skill sets and unit readiness

• presented the Task Force commander’s coin of excellence for outstanding performance during _____

• routinely escorts Soldiers to budget counselors to improve Soldier financial health

• reinvigorates discipline through Drill and Ceremonies after physical training daily

• effectively monitors subordinate’s SSD1 completion to ensure gateway in professional development

• leadership example during recent EIB testing contributed to three of five fire team members earned the badge

• willingly devoted many hours of his personal time to assist two Soldiers through the college application process and the navigation of online college classes

• encouraged and mentored two team members to successfully graduate the Sapper Leader Course

• set the example in her unit by competing for and winning the battalion NCO of the Quarter board

• requested, attended, and completed the Total Army Instructor Course in order to improve teaching abilities and instructional presentation of training for the unit

• successfully trained Field Artillery Soldiers on Infantry tactics for an upcoming combat deployment

• utilized AARs to develop a trends analysis that was incorporated into tactical operations lessons learned for updates to the units SOPs

• requested, attended, and completed the Total Army Instructor Course in order to improve teaching abilities and instructional presentation of training for the unit

• cross-trained four 14S Soldiers to operate and maintain both the FAAD, AMDWS and LCMR in preparation for a short-notice deployment operation

• utilized AARs to develop a trends analysis that was incorporated into tactical operations lessons learned for incorporation by follow on Avenger unit rotations at NTC

• instilled a “can do” attitude with his maintainers which fostered a friendly aircraft knowledge based completion which has become a widely anticipated event during phase maintenance

• contributed to the implementation of an aggressive flight selection and training program for the platoon; enhanced company combat crew strength

• trusted with incorporating realistic quarterly aircraft emergency procedures training scenario within the company; superior results

• prudent mentor; support personal growth and professionalism through leader development

• provides Soldiers with observation, insights and lesson learned for their future developmental needs

• demonstrated positive attitude toward training events; seized every opportunity to incorporate hip pocket training to ensure his Soldiers were always learning

• consistently incorporates lessons learned from past and current events to ensure relevant training

• enrolled in bachelor’s degree program during off duty time; completed 12 college semester hours with a 3.4 GPA

• dedicated personal time to train his squad/crew in skill level two tasks in support of Company/Troop METL

• ensured all training was properly planned and resourced resulting in two Soldiers earning their spurs in the battalion’s Cavalry Stakes competition

• fostered a climate of dignity and respect and adhered to the Sexual Harassment/Assault Response and prevention (SHARP) Program

• planned ahead managing current training requirements to increase section battalion readiness

• properly monitored subordinates Structured Self Development progress to ensure career development

• developed his Soldier to win the Company/ Battalion/ Brigade Soldier of the Year

• mentored all of his Soldiers to enroll and successfully earn college credit through an accredited university

• successfully managed his 3 Military Working Dog Teams, resulting in the detection of 4lbs of illegal narcotics during a sweep of the Army Post Office

• develops less experienced special agents and investigators through mentoring and training

• supervised and conducted quarterly and annual CI Awareness training events for over 80 personnel; resulted in all DTRA personnel trained to Depart of Defense standards

• served as trainer and Senior Observer/Controller for the Battalion Validation Exercise; trained and validated over 40 Soldiers in counterintelligence skills

• conducted squad level training to certify 6 Soldiers in operation of the Prophet Spiral system; increased Soldiers' skill sets and unit readiness

• 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

• completed his Bachelor’s Degree from Thomas Edison state college with honors and is enrolled in a Master’s Degree Program

• two of his five Soldier graduated from WLC this cycle and the other three are enrolled in college courses

• inspires Soldiers at all levels within the organization with his work ethic, dedication to his section, and his personal drive and energy to do all things perfect

• completed XX semester hours of college during the rated period with a XX GPA; accepted responsibility for self-learning; influenced XX Soldiers to further their education

• recognized by (his/her) commander for volunteering to lead quarterly unit runs that increased unit camaraderie; respectful of others opinions, encouraged open dialogue

• analyzed and developed training to further embody the warrior spirit; taught basic combative training; resulted in XX Soldiers being level 1 qualified

• created a climate that encouraged all Soldiers to excel and meet every challenge

• ensured 100% compliance with training standards at all times

• assisted in the qualification of 224 Soldiers throughout the battalion; sharing his Army Marksmanship Team expertise

• completed 15 college semester hours towards his Database Application degree with GPA of 3.5

• spearheaded a meticulous round robin training event enabling 32 Soldiers first-time go’s in all Army Warrior Tasks

• presented the Task Force Falcon Commander’s Coin of Excellence for outstanding performance as an Ammunition Specialist during OEF

• developed and implemented an intensive Tracked vehicle hands-on training program for her

• Soldiers, increasing overall knowledge and confidence on performance of daily duties

• completed 26 college semester hour with a GPA of 3.4; excellent use of time management while assigned as Unscheduled Maintenance NCOIC

• took time to counsel, teach and mentor maintenance Soldiers under his charge

• engrained development in the section to the extent that every planning session includes it as an element; only section with all requirements met

• requires Soldiers to accomplish all mandatory training prior to recommending future training

• completed SSD for grade; ready for resident attendance

• created a battalion training program for operators on the AN/VRC -92 Radio Set; readiness rate for communications systems increased 75%

• served as a primary trainer for company M9 pistol range; coached five Soldiers to qualify expert

• lectured weekly classes to all single Soldiers in the company on upcoming BOSS events and activities; improved morale

• selected by company leadership for his professionalism and military bearing to represent the company on a Seoul Culture Tour

• developed a team oriented repair section focused on reducing equipment down time; resulted in the reduction of the section’s maintenance backlog by 25%

• encouraged Soldiers to pursue education and professional development opportunities; resulted in 100% of section enrolling in technical courses to improve proficiency

 

 

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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 ensure subordinates completed mandatory annual training

• did not adequately manage his unit’s professional development needs; did not attempt to develop subordinates for positions of greater responsibility

• unwilling to extend assistance to sister units; put self before overall unit improvement

• fails to foster growth or development; maintains a zero-defect mentality

• fails to address Soldiers on their responsibilities to attend NCOES and MOS enhancement courses; perfectly content with personal and professional stagnation

• Soldiers unable to attend NCOES due to lack of preparation

• failed to complete appropriate level of SSD, ineligible for NCOES

• tenure as 1SG characterized by multiple failures due to lack of foresight to cross-train personnel on the unit’s key functions

• disregard for AAR feedback led to repeated inability of his platoon to accomplish hasty breaches during _____; unable or unwilling to apply lessons learned

• failure to accurately track mandatory training resulted in expired weapons qualification and APFT results leaving Soldiers in his troop ineligible to compete for promotion

• failed to motivate his Soldier to pass consecutive APFTs, led to the Soldier’s separation

• failed to foster a climate of dignity and respect and adherence to the SHARP program

• failed to remain skill proficiency; unable to train section on updates to mission critical equipment

• took an apathetic approach to the health and welfare of troops; entire squad failed to meet the height and weight standards

• insensitive leader who did not display empathy or understanding of the multi-cultural climate of the Army; made disparaging remarks not conducive to a positive climate

• perception of favoritism affected morale/discipline/development within his squad/platoon

• failed to plan ahead and manage current training requirements; changed the training plan without request or approval

• failed to develop subordinates; did not perform mandatory performance counseling

• failed to report EO and SHARP complaints through chain of command

• failed to motivate and assist in the growth of others; none of his subordinates completed any military or civilian education during the rating period

• fails to use his free time to improve his MOS knowledge to become a better leader

• provided little direction and guidance to SGLs requiring the senior SGL to step up, lead, and ultimately ensure mission success

• lacked the necessary expertise needed to foster a winning work environment; unable to create a cohesive team focused on mission goals

• displayed indifference toward suggestions for correcting substandard performance; missed numerous opportunities for improvement and career progression

• failed to reinforce and develop shop processes, resulting in increased down-time for non-mission capable pacing items

• showed little interest in developing subordinates beyond their current skill level; failed to cross-train in MOS tasks outside normal duty positions

• failed to use proper time management; missed movement with subordinates because of improper load plans and placarding resulting in delayed missions

• failed to motivate and assist in the growth of others; none of his subordinates completed any military or civilian education during the rating period

• failed to begin or complete any military or civilian education; reluctant to accept responsibility for development and improving organizational effectiveness

• failed to ensure that subordinates completed mandatory annual training

• failed to foster esprit de corps; belittled subordinates for making honest mistakes

• did not adequately manage his unit’s professional development needs; did not attempt to develop subordinates for positions of greater responsibility

• unwilling to extend assistance to sister units; put himself before the overall improvement of the organization

• does not foster an environment of growth or development; maintains a zero-defect mentality

• fails to address the Soldiers on their responsibilities to attend NCOES and MOS enhancement courses; perfectly content with personal and professional stagnation

• tenure as 1SG characterized by single-points of failure throughout the unit due to lack of foresight of the need to cross train personnel on the unit’s key functions

• does not foster an environment of growth or development; maintains a zero-defect mentality

• fails to address the Soldiers on their responsibilities to attend NCOES and MOS enhancement courses; perfectly content with personal and professional stagnation

• tenure as 1SG characterized by single-points of failure throughout the unit due to lack of foresight of the need to cross train personnel on the unit’s key functions

• Soldiers unable to attend NCOES due to lack of preparation

• Soldiers were unfamiliar with local SOPs resulting in numerous adverse actions

• relieved of primary duties of personal recovery NCOIC; failed to coordinate with JPRA on ISOPREPS and Blood Chits facilitation and solicitation

• maintains a zero-defect mentality; failed to foster an environment where NCOs and Soldiers can learn from each other’s success and failures

• disregard for AAR feedback led to repeated inability of his platoon to accomplish hasty breach during Dragon Focus; unable or unwilling to apply lessons learned

• showed little interest in developing subordinates beyond their current skill level; failed to cross train Bradley crew in MOS tasks outside of their normal duty positions

• failed to complete appropriate level of SSD made him ineligible for NCOES

• failure to accurately track mandatory training resulted in expired weapons qualification and APFT results leaving Soldiers in his troop ineligible to compete for promotion

• failed to foster a climate of dignity and respect and adherence to the Sexual Harassment/Assault Response and Prevention Program

• failed to remain proficient in his skill set; unable to train section on updates to equipment critical to their mission

• failed to motivate his Soldier to pass two consecutive APFT resulting in the Soldier being separated from the Army

• took an apathetic approach to the health and welfare of troops; his entire squad failed to meet the height and weight standard

• insensitive leader who did not display empathy or understanding of the multi-cultural climate of the Army; made disparaging remarks not conducive with a positive climate

• demonstrated and displayed favoritism which affected moral and discipline within his squad

• failed to plan ahead and manage current training requirements; changed the training plan without request or approval

• perception of favoritism affected morale and discipline within the platoon

• his/her failure has resulted in XX number of deployment red-sheets; could not support the ACOM with dog teams and personnel that are fully mission capable on XX number of taskings

• failed BN evidence program during recent IG inspection

• failed to certify platoon on essential correctional tasks during Brigade evaluation

• failed to develop subordinates; did not perform mandatory NCO-ER performance counseling

• failed the bi-annual HQDA Army Protection Program Assessment (APPA)

• failed to report EO and SHARP complaints thru Chain of Command

• failed to motivate and assist in the growth of others; none of his subordinates completed any military or civilian education during the rating period

• failed to begin or complete any military or civilian education; reluctant to accept responsibility for development and improving organizational effectiveness

• failed to ensure that subordinates completed mandatory annual training

• does not use his free time to improve his knowledge of his MOS to become a more efficient and better leader

• limited leadership skills resulting in low morale or mission failure

• failed to lead Soldiers to complete missions in a timely manner

• limited leadership skills resulting in low morale or mission failure

• failed to lead Soldiers to complete missions in a timely manner

• provided little direction and guidance to his SGLs requiring the Senior SGL to step up, lead and ultimately ensure the success of the academy

• presented little motivation or desire for personal growth or the growth of his Soldiers

• failed to complete the Cadre Training Course as part of his pre-requisites for his duty position

• hesitated to address issues that undermined trust and confidence within the unit, despite encouragement and efforts from peers

• lacked the necessary expertise needed to foster a winning work environment; unable to create a cohesive retention team focused on mission goals

• downplayed feedback from Soldiers; fostered a zero-defects expectation from team members; hindered subordinates growth and development

• counseled by the Battalion CSM for having the least qualified platoon in the company

• unable to train others due to his lack of knowledge of his occupational specialty

• demonstrated a lack of knowledge in most assigned duties, does not comply with instructions and is a threat to the safety of the company

•  created a hostile work environment by displaying explicit materials in workspace; counseled on two separate incidents to remove pictures by supervisor

• failed to use proper time management; Soldier and subordinates missed movement to FTX due to improper load plans and placarding of Class V resulting in delayed mission timeline

• displayed apathetic attitude towards demolitions training; training was always substandard and safety of Soldiers present was in question

• did not share his knowledge and experience with his Soldiers; his failure resulted in his team providing the worst Allied Trades support in Theater

• failed in his performance as a shop foreman, was unable to manage maintenance job orders

• counseled by the 1SG twice for failure to complete SSD III; she hindered her opportunity to attend the Advanced Leadership Course (ALC)

• failed to complete Structured Self Development even with dedicated training time

• 75% of squad has not enrolled in SSD for grade

• Soldier fails to reach Army requirements and goals set at his/her skill level

• never shows the will and/or desire to take charge or lead

• expects to ride to victory on the shirt tale of others while clearly operating away from the action

• fails to provide the necessary resources (mentor, develop, teach, train, lead, etc) to Soldiers to better the individual and unit

• displayed indifference towards suggestions for correcting substandard performance; missed numerous opportunities for improvement and career progression

• demonstrated favoritism towards a select few technicians in the shop; directly affected the morale, discipline, and development of the section

• failed to reinforce and develop shop processes, resulting in increased down-time for non-mission capable pacing items

• Soldiers follow him merely out of curiosity

• displayed meager enthusiasm and optimism; his/her actions discouraged others to develop and reach their full potential

• unprepared to conduct formal training on three occasions

• failed to ensure E4 (SPC) evaluation forms were prepared to standard as instructed by First Sergeant

• fails to take the initiative and learn

• was often unaware of whereabouts of subordinates

• misplaced OPORD and training packet for Sep drill, resulting in extra work for full time staff

• did not properly inventory range supplies or report shortages

• failed to notice non-standard troop strap in use for several days

• failed to follow established procedures for securing and accounting for ammunition

• failed to complete the requirements for the disposition of hazardous chemicals

• failed to account for components of section equipment end items resulting in marginal readiness of equipment

• participates in horseplay with lower grade enlisted Soldiers

• encouraged Soldiers to grow by cheating for each other

 

 

Met standard

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• enrolled in off-duty _____ degree program; completed xx college credit hours with a x.x GPA

• encouraged the growth and development of Soldiers through individual learning; resulted in the completion of xxx hours of college and over xxx hours of ACCP

• encouraged Soldiers to pursue education and professional development opportunities; resulted in 100% of section enrolling in technical courses to improve proficiency

• mentored his/her Soldiers to attend promotion boards

• refined a company-level NCO Professional Development Program to be effective, timely, supported the unit’s mission, and stimulated critical thinking

• served as NCOIC/RSO on multiple small arms ranges; assisted qualification of xxx Soldiers

• managed coordination and execution of x qualification ranges ensuring 100% of Soldiers were qualified on all assigned weapons in preparation for deployment

• constantly encouraged Soldiers to seek financial independence through training and briefings conducted at the installation level

• committed to improving the organization; makes decisions with the unit’s best interests in mind

• served as a peer trainer for the battalion DRE; trained and validated xx Soldiers in air load operations

• motivated Soldiers and NCOs to achieve proficiency in all MOS tasks; displayed positive attitude toward training events

• intolerant of mediocrity; mentored subordinates to improve and not be content with current skills, knowledge, and attitudes

• promotes esprit de corps in the section by participating in off-duty functions and coordinating team building activities

• cross-trained personnel to ensure mission success while section operated at reduced strength

• diligently incorporated safety into all aspects of the NCOA resulting in no injuries or interruption of training for more than xxx students or training staff

• incorporated and evaluated feedback from subordinates; created conditions supporting Soldier development and opportunities to prosper

• placed the health and welfare of his Soldiers and their Families first; met with all platoon Family members to ensure they were prepared for deployment

• developed and implemented an intensive hands-on training program for her Soldiers which increased the overall knowledge and confidence in performance of daily duties

• marksmanship emphasis of dry fire exercises increased squad’s hit rate ratio to 37 respectively

• advocates Soldiers attend Ranger Course to build and gain additional leader skill sets

• built confidence through counseling within platoon by demonstration and practical exercises

• reinvigorates discipline through Drill and Ceremonies after physical training daily

• routinely escorts Soldiers to budget counselors to improve Soldier financial health

• diligently reached out to incoming Soldiers to ease the tension of a new assignment

• eliminates false crisis by solving issues at the lowest level and following-up to ensure completeness

• challenged every subordinate to meet or surpass established goals through engaged leadership and monitoring

• makes sound decisions that allow subordinates to seek developmental opportunities at the appropriate time

• committed to making the organization better; makes decisions with the organizations best interest in mind

• a steward of the Army profession; makes sound decisions in regards to resources

• motivated and mentored Soldiers to compete in NCO and Soldier of the quarter boards

• served as a peer trainer for the Battalion DRE; trained and validated over 40 Soldiers in air load operations

• emphasis on in-depth counseling led to increased enrollment in self-development and civilian education courses by the Soldiers of the platoon

• trained all of his/her Soldiers in MOS specific field craft during JRTC

• personally mentored his/her Soldiers to attend promotion boards

• encourage Soldiers to pursue their airframe and power plant license

• assisted in the 96 hour planning process by providing three soldiers to design and build air mission rock drill terrain board

• motivated Soldiers and NCOs of his platoon to achieve proficiency in all MOS tasks; displayed positive attitude toward training events

• learned from his past mistakes and applied lessons learned to platoon training events

• currently enrolled in bachelor’s degree program during off duty time; completed 12 college semester hours with a 2.5 GPA

• qualified his Tank on Gun Table VI on first run with a score of 768 and seven of ten engagements; built a cohesive tank crew through effective coaching and counseling

• planned and resourced training in preparation for squadron spur ride resulting in seven Troopers earning the Order of the Spur; fostered pride in the Army as a profession

• intolerant of mediocrity; mentored subordinate members of the section to continue to improve, and not be content with current skills, knowledge, and attitudes

• constantly encouraged Soldiers to seek financial independence through training and briefings conducted at the installation level

• mentored all of his Soldiers to enroll and successfully earn college credit through an accredited university

• successfully managed 6 MWD team squad resulting in 2 MWD teams supporting United States Secret Service missions, and 1 MWD team deployment

• exhibited a positive attitude, inspiring a can-do spirit in peers and subordinates

• supports and enforces Army EO and SHARP polices

• mentored four overweight Soldiers and 3 APFT failures to meet the standard and raised his platoon’s average 25 points for an overall average of 250 points

• personified the Platoon Sergeant role of teacher and trainer; mentored all Soldiers in the platoon in the understanding of enforcement of rules and regulations

• as Kennel Master successfully managed the DA6 to ensure consistent MWD Patrols were available as requested by the Provost Marshal

• encouraged the growth and development of Soldiers through individual learning; resulted in the completion of 270 hours of college and over 7,000 hours of ACCP

• conducted over (XX) required Annual Kennel Inspection Assessments (AKIA), and Military Working Dog certifications required within the ACOM (31K)
• assisted in the development of all Army Training Support Package (TSP) on the collection of evidence from captured detainees

• supervised and conducted quarterly and annual CI Awareness training events for over 80 personnel; resulted in all DTRA personnel trained to Depart of Defense standards

• served as trainer and Senior Observer/Controller for the Battalion Validation Exercise; trained and validated over 40 Soldiers in counterintelligence skills

• conducted squad level training to certify 6 Soldiers in operation of the Prophet Spiral system; increased Soldiers' skill sets and unit readiness

• promoted esprit de corps in the section by participating in off-duty functions and coordinating team building activities

• technically and tactically proficient

• pushed Soldiers to complete Structured Self Development Courses

• cross trained personnel to ensure mission success while section operated at reduced strength

• diligently incorporated safety into all aspects of the NCOA resulting in no injuries or interruption of training for over 200 students or his training staff

• completed all required pre-requisites for performing his duties; demonstrated solid leadership, direction and guidance to his Cadre members

• ensured there was effective, relevant training for all NCOES students that attended ALC and SLC from all components

• refined a company level NCO Professional Development Program that was effective, timely and supported the units mission; stimulated critical thinking within the company

• developed a retention awards program that resulted in appropriate recognition of successful subordinate units; resulted in a climate intent on critical performance

• incorporated and evaluated feedback from subordinates; created conditions that supported Soldier development and opportunities to prosper

• created a climate that encouraged all NCOs and Soldiers to excel and meet every challenge they faced

• monitored TRADOC training requirements for eight Soldiers and five Civilians to ensure 100% compliance with training standards at all times

• served as NCOIC/RSO on multiple small arms ranges; assisted in the qualification of 224 Soldiers throughout the battalion

• increased the tactical knowledge of Coalition and Afghan forces by conducting over 120 man hours of hand held metal detector and IED/ordnance awareness classes

• managed the coordination and execution of 12 qualification ranges ensuring 100% of the Soldiers were qualified on all assigned weapons in preparation for deployment to OEF

• provided technical expertise and used AARs to capture lessons learned to improve overall EOD TTPs during all demolition events

• developed and implemented an intensive hands-on training program for her Soldiers which increased the overall knowledge and confidence on performance of daily duties

• mentored and cross-trained his subordinates so they could perform to the highest standards of maintenance

• scheduled and supervised low density training on SAMS-1E System for eight 92A’s in the Battalion; designed and integrated a standardized continuity book for SAMS-1E

• Provides directed training to section only within the requirements given

• Requires Soldiers to accomplish all mandatory training prior to recommending future training

• Complete SSD for grade

• Soldier has met Army requirements at his/her skill level

• possesses the mental ability to train and lead Continue to mentor and educate to further develop skills to

• operate in a higher capacity in the future

• counseled Soldiers on the importance of initiative and acceptance of responsibility; provided positive feedback and alternate courses of action to consistently develop subordinates

• developed a team oriented repair section focused on reducing equipment down time; resulted in the reduction of the section’s maintenance backlog by 25%

• encouraged Soldiers to pursue education and professional development opportunities; resulted in 100% of section enrolling in technical courses to improve proficiency

•  developed and executed a call for fire certification exercise with fire support OC/Ts focusing on IDF, CCA, and CAS fires

• facilitated call for fire training to better prepare NCOs to attend Ranger School

• placed the health and welfare of his Soldiers and their Families first; he met with all Family members within his platoon to ensure they were prepared for deployment

• exhibited a positive attitude; displayed exceptional drive and energy

• sought challenges no matter the difficulty

• teaches all tasks to standard

• dedicated team player who fosters esprit de corps

• dedicated to team concept

• ensured training sites were secured and equipment was returned following training

• did not waste supplies during rating period

• maintained accurate count of weapons and equipment

• self-motivated; willing to go the distance

• exhibited a high level of esprit de corps, which carries over to his section

• instills spirit of teamwork in his Soldiers

• often worked late to ensure his Soldiers professional and personal needs are met

• a team player who shows great pride in the unit

• maintained safety standards whenever chain of command was present

• inspected Soldiers and equipment as directed

• did not lose any equipment during rating period

• was able to maintain accountability of personnel

• maintains equipment within tolerable limits

 

 

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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• mentored x squad members for induction into the Sergeant Audie Murphy Club

• developed NCOs and Soldiers by counseling, teaching, and mentoring them to attend the Soldier/NCO of the Month Board, x Soldiers and x NCO(s) won the board

• completed _____ degree graduating magna cum laude with x.x GPA; encouraged others to seek additional military and civilian education

• emphasis on development and management of personnel resulted in x Soldiers attending MOS enhancing training and x personnel attending NCOES

• dedicated to self-development; gains new knowledge and applies it to improve the unit

• created and coordinated training support packages to enable ARNG units to receive required pre-deployment training for their first operational deployment

• maximized resources to enable crews to receive optimal training through which the battery received superior ratings during the IFPC Validation LFX

• incorporated lessons learned from past and current events to ensure relevant training; passed knowledge to his NCOs through a well-structured NCODP

• supervised the planning and coordination for the German Armed Forces Proficiency Badge for the company where xx Soldiers earned the badge

• incorporated real life scenarios while creating a rigorous learning environment

• single handedly organized the unit’s organizational day which incorporated HHC, students, Army Civilians, and cadre

• developed a hearty work environment cultivating esprit de corps; enhanced subordinates’ skills assured mission accomplishment xx months before other areas

• mentored x subordinate battalion operations SGTs during a x-month red cycle for xxxx Soldiers; lauded by BDE CSM for unparalleled performance

• managed training during company EOD STX for xx Soldiers; ensured the intent of the lanes and testing was conducted to the standard with a 100% pass rate

• strives to reach a level above current position; always broadening military and civilian knowledge

• as the SHARP and EOL, educated and empowered all Soldiers in the troop to foster a safe and healthy working environment

• reviewed records and advised more than xx NCOs on career progression and promotion potential leading to xx NCO promotions

• cultivated an environment to shape competent, tough, and confident Soldiers, validating MOS knowledge through competitions

• expertly trained and certified more than xxx brigade combat team Soldiers on critical tasks required to perform _____ operations while deployed

• increased the unit’s operational capabilities by developing a team leader certification program

• mentored two squad members to be inducted into the Sergeant Audie Murphy Club during rated period

• emphasis on development and management of personnel resulted in 13 Soldiers attending MOS enhancing training and 5 personnel attending NCOES

• utilized EST 2000 marksmanship trainer monthly to improve unit marksmanship program

• routinely escorts Soldiers to budget counselors to improve Soldier financial health

• a voracious leader; constantly seeks out knowledge to improve himself and his unit

• dedicated to self-development; gains new knowledge and applies it for the betterment of his unit

• astute awareness of the developmental needs of subordinates; improved performance, team work and processes in his unit

• first crew to incorporate new system upgrades and demonstrate technical and tactical proficiency at the BCTP Command Post Exercise

• maximized resources to enable crews to receive optimal training resulting in the Battery received superior ratings during the Battalion LFX

• created and coordinated training support packages to enable ARNG units to receive required pre-deployment training for their first ever operational deployment

• first crew to incorporate new system upgrades and demonstrate technical and tactical proficiency at the BCTP Command Post Exercise

• maximized resources to enable crews to receive optimal training resulting in the Battery received superior ratings during the IFPC Validation LFX

• created and coordinated training support packages to enable ARNG units to receive required pre-deployment training for their first ever C-RAM operational deployment

• primary advisor to the company commander in all facets of aviation operations on 23 modified helicopters executing an accident free 7400 flying hour program

• emphasis on development and management of personnel resulted in 13 Soldiers attending MOS enhancing training and 5 personnel attending NCOES

• coordinated training to ensure that 10 Air Traffic Controllers maintained RL1

• utilized every training opportunity to develop and cross train Soldiers to perform all duties within the Scout platoon; contagious enthusiasm for training Soldiers

• eagerly sought additional feedback and mentorship from peers and senior leaders; implemented results of counseling sessions to improve himself and the organization

• incorporated lessons learned from past and current events to ensure relevant training; passed knowledge to his NCOs through a well-structured NCODP

• completed associates degree on personal time graduating magna cum laude with a 3.5 GPA; encouraged others to seek additional military and civilian education

• focus on realistic training enabled platoon to qualify all tanks with two distinguished and two superior crews

• dedicated to developing subordinates; teaching, coaching and mentoring allowed one of his SSGs to be selected to serve as a tank platoon sergeant during combat operations

• recognized and managed talent within his organization; placed less senior NCOs in positions of greater responsibility based on their demonstrated potential

• cultivated an environment that shaped competent, tough, and confident Signal leaders by starting a Signal University competition, which validated Soldiers applying knowledge in their MOS

• developed a comprehensive dignitary visit guide and checklist of DoD personnel assigned to the Cyber CoE; praised by VIP for immediate improvements of operations

• coordinated all logistical requirements for USACyber visits; mentored five NOCs to handle SecDef visit; coined in all four occasions

• developed a training plan for the MWD teams at his kennels that resulted in a 10% increase to the number of MWD teams certified

• assisted other Soldiers with their investigations, routinely sacrificing personal time, a true testament to her dedication to duty and teamwork

• performance as a squad leader was instrumental in company winning the Army Corrections Command Brigadier General Barr Award for best Detention Company

• supervised the certification of 80 Soldiers on 19 collective tasks and 34 law enforcement tasks which greatly enhanced the units METL proficiency

• MWD teams from his kennels participated in the X Military Working Dog competition and were awarded 1st place

• created arrival and departure training scenarios and conducted training on scenarios at Hogan’s Alley, increasing the Detachments mission set

• expertly trained and certified over 100 Brigade Combat Team Soldiers on critical tasks required to perform the detainee operations in CENTCOM area of responsibility

• mentored Soldiers to excel at NCOES; resulted in two Distinguished Honor Graduates; five commandant’s list, and two leadership awards

• supervised the planning and coordination for the German Armed Forces Proficiency Badge for the company; 20 Soldiers were awarded the badge

• mentored future MWD Program Mangers; ensured a detailed understanding of the Program Objective Memorandum and Management Decision Package development

• awarded Coin of Excellence from USDB Command Sergeant Major for improving Quality of Live environment for single Soldiers residing in Single Soldier Quarters

• created and instituted a Battalion level training plan for MOS 35S; provided junior NCOs with MOS professional development during a non-traditional duty assignment

• emphasis on development and management of personnel resulted in 13 Soldiers attending MOS enhancing training and 5 personnel attending NCOES

• coordinated training to ensure that 12 language qualified Soldiers maintained proficiency; eight of them exceeded Army standards on the DLPT

• developed courses to train new lessons ensuring a smooth transition into future FM systems

• single handedly organized FM workshops attended by 3 star level FM leadership displayed expert planning and resource management

• incorporated real life scenarios while creating a rigorous learning environment

• single handedly organized the unit’s Organizational Day which incorporated HHC, students, Civilians, and cadre

• Developed a good working relationship in a hostile environment improving morale

• re-certified his C-1 ASI denoting outstanding MOS proficiency; uniquely qualified at his current grade

• established a creative, collaborative and safe learning environment fostering 21st century Soldier competencies; a talented, forward thinking trainer of Soldiers/leaders

• demanded the highest level of training for all NCOES students involving the latest technologies and learner centric engagement in support of ALM

• nurtured a battalion command climate that demanded and rewarded behavior consistent with Army Values; ethical standard-bearer leading to XX less RIs this FY  conducted

• XX installation conferences and seminars to promote Army Retention programs; CG acknowledged (his/her) gifted presentations locked FY retention missions

• developed a hearty work environment that cultivated Esprit de Corps; enhanced subordinates skills assured mission accomplishment XX months before other areas

• mentored six subordinate Battalion Operations SGTs during a three month red cycle of 3,700 Soldiers; lauded by BDE CSM for unparalleled performance

• mentored three Small Group Leaders to compete and win the Installation Instructor of the Quarter

• increased the license posture in the company from 60% to 93% to ensure uninterrupted logistical support during daily support operations

• developed and implemented an Afghan EOD training program which ensured the successful certification of 30 Afghan National Army Soldiers through the Afghan EOD course, increasing capability

• managed training during company EOD STX for 30 Soldiers; ensured the intent of the lanes and testing was conducted to the standard with a 100% pass rate

• provided SAAS-MOD training to 15 Soldiers and 10 Civilians resulting in a 99.50% input accuracy rate increased the unit’s operational capabilities by developing a Team Leader certification program leading to the qualification of six additional EOD Team Leaders

• developed NCOs and Soldiers by counseling, teaching, and mentoring them to attend the Soldier/NCO of the Month Board with one Soldier and NCO winning the board

• created a VSAT training program for five STAMIS systems which ensured high level of mobility and communication among units during MRE

• integrated new equipment types such as Bobcats, MRAPs and cranes into Driver’s Training Program allowing for diversity among unit operators

• provided refresher training to squad on Soldiers Task and Battle Drills; produces the only squad with all first time goes

• wrote a detail training plan for the entire command on a new requirement to ensure a basic knowledge of the requirement

• Soldier strives to remain at a level above their current position; always searching to broaden their military and civilian knowledge

• thinks beyond day-to-day activities. Shows the mental capacity for building sound, audacious, competent, and agile leaders through intense but effective teaching methods

• educated and empowered all the Soldiers in the troop as the SHARP and EOL; fostering a safe and healthy working environment

• served as a peer trainer for the company CTT; trained and validated 57 Soldiers on SMCT Level I ; 100% pass rate

• advised the Company Commander in all facets of ABCP; two Soldiers met the body fat standards at the 90 day point

• maximized TLPs development during the Company CCTT training event; resulted in superior rating for section validation

• reviewed records and advised over 30 NCOs on career progression and promotion potential; resulted in 26 NCO promotions

• encouraged Soldiers to engage in lifetime learning and civilian education; resulted in 15 Soldiers enrolled in an Associates, Bachelors, and Master’s degree programs

• stressed civilian education; 90% of his platoon has enrolled in college and his Soldiers have completed over 45 hours of College Level Examination Program

• maintained a 3.0 or above grade point average in all civilian education classes

• completed requirements for Associates Degree

• selected above peers to act as 1SG for (# of days)

• commended by battalion CSM for excellent performance as acting first sergeant from (date) to (date)

• sacrificed personal time to run with 3 Soldiers outside of Platoon who failed the APFT run, ultimately helping all to pass

• goes beyond training to standard; sets the example within the company on how to instruct Soldiers

• established a battalion quality control program that conserved supplies and funds

• maintained accountability for over $23,000 worth of vehicles and communication equipment throughout the rating period

• encouraged development of subordinates by allowing mistakes without retribution

• as a result of his education program, many Soldiers in the unit are continuing their education

 

 

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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• completed x semester hours toward a(n) associate’s/bachelor’s/master’s degree in _____ while maintaining a x.xx GPA

• mentored and coached xx NCOs to achieve premium results during NCOES; x Soldiers earned distinction as honor graduates and x received commandant’s list recognition

• committed to leader development; built and maintained the best unit certification program

• credited with having x articles published in branch professional development publications enhancing the knowledge of the branch’s NCOs

• cultivated growth and learning with an attitude placing unit performance above individual achievement; recognized by OC/Ts as most cohesive company in the battalion

• established a TOC standard for the battalion; planned and supervised multiple TOCEXs to enhance the ability of the battalion to conduct mission command

• developed his Soldier to win Company/Battalion/Brigade/Division/Installation/Army Soldier of the Year

• developed and led the company’s special fitness program; xx Soldiers improved their physical fitness by passing the APFT; averages improved x%/xx points

• mentored x staff sergeants within his platoon with x subsequently selected for promotion to SFC

• groomed x SR NCOs for selection by the Army G1 Classification Branch to assist in training xx personnel developers from x other career management fields

• planned, resourced, and conducted training for one of the largest BCTs on the installation; his training plan has become the model for the division

• resourced an effective battalion Drivers Training program licensing xxx Soldiers to execute APO mail delivery for the theater, saving more than $x M

• tested, trained, and licensed more than xxx Soldiers on non-tactical vehicles in a x-week period enhancing the battalion’s mission readiness

• embodies teach, train, and lead; envisions the NCO 2020 concept; works diligently to develop today's junior leaders on meeting such requirements

• trained more than xxx Soldiers within the unit on preventing sexual assault and sexual harassment during the post SHARP stand down day

• led his squad to earn 1st out of 42 during the brigade’s best squad competition

• developed a company training plan that resulted in 91% of counterintelligence probationary agents achieving certification 90 days ahead of standard

• trained, mentored, and empowered NCOs to lead from the front; resulted in four NCOs recognized with the Knowlton Award for achieving high standards

• committed to leader development; built and maintained the best certification program in the unit

• changed the organizational climate of his unit; invested heavily on counseling allowed his subordinate leaders to reach their full potential

• maintains the highest esprit de corps in the organization; Soldiers not only understand the unit’s legacy they live it

• strong emphasis on readiness and attention to detail resulted in the unit being selected as the USAREUR Deployment Excellence Award winner

• commended by the DIVARTY Commander for developing the first Digital SOP that will be integrated into all Battalions within the DIVARTY

• credited with having five articles published during this rating period in branch professional development publications enhancing the knowledge of the Branches NCOs

• strong emphasis on readiness and attention to detail resulted in the unit being selected as the USAREUR Deployment Excellence Award winner

• lauded by the Branch Commandant for developing an internal Master Gunner training program which led to the commands best ever graduation rate from the course

• personally implements an aggressive flight selection and training programs for the company, facilitated 100 percent combat crew strength

• directly responsible for incorporating a realistic quarterly aircraft emergency procedures training scenario within the company; establishing the BN standard

• cultivated growth and learning with an attitude that placed unit performance above individual achievement; recognized by OC/T as most cohesive company in the battalion

• developed and implemented a company marksmanship program resulting in 100% qualification and over 50% of his Soldiers firing expert on assigned weapons

• dedicated to self-improvement on all fronts; earned baccalaureate degree with honors and graduated from M1A2 Master Gunner’s Course

• coached and mentored two NCOs to be inducted into SGT Audie Murphy / SGT Morales Club; dedicated to advancing the Army as a profession by developing leaders

• coached and mentored three Soldiers and one NCO for enrollment in the Excellence in Armor Program recognizing their potential for advancement

• directly responsible for the mentorship of two NCO’s in his platoon; resulted in both NCO’s on selection and induction to the prestigious Sergeant Audie Murphy membership

• far Exceeded the Standard o sent 26 Soldiers to Signal University for advanced signal training in which 3 earned CCNA, 10 CompTIA Security +, 8 CompTIA Network +, and 5 CompTIA A + certs

• established a TOC standard for the battalion, then planned and supervised multiple TOCEXs in order to enhance the ability of the battalion to conduct Mission Command

• developed his Soldier to win the Company/ Battalion/ Brigade/Division/ Installation/ Army Soldier of the year

• developed a training plan that resulted in being awarded 1st place drug detector dog in the Department of Defense MWD competition

• conducted a Crime Prevention Survey which assisted the Commanding General, 1st Cavalry Division, to establish property accountability procedures

• developed and led the company’s special fitness program; which 15 Soldiers improved their physical fitness by passing the Army Physical Fitness Test

• mentored two Staff Sergeants who were selected for promotion to SFC with in his platoon

• his kennels was selected for, hosted, and expertly conducted the ACOM Military Working Dog program annual competition at Ft. X

• selected as detention operations subject matter expert over 15 SFCs to train non correctional Soldiers on the setup and operation of a Detainee Holding Area (DHA)

• developed a formal orders process for Explosive Detector Dog support to United States Secret Service missions which ensured 100% mission success

• coordinated the transfer of over 3,000 detainees from the Point of Capture to the Theater detention facility without incident

• served as the primary instructor for Interrogation Planning for 200 Soldiers which resulted in a 92 percent first time go on the Interrogation Performance Test

• developed a company training plan that resulted in 91% of counterintelligence probationary agents achieving certification 90 days ahead of standard

• trained, mentored, and empowered NCOs to lead from the front; resulted in four NCOs recognized with the Knowlton Award for achieving high standards

• mentored and trained Soldiers to win Brigade/Battalion/Regimental Soldier Boards

• mentored and trained Soldier to earn induction into Audie Murphy/SGT Morales Club

• works until the mission is completed; carries over into section ethics

• mentored and trained Soldiers to win Brigade/Battalion Soldier of Month/Quarter/Year

• mentored and trained Soldier to be inducted into Audie Murphy/SGT Morales Club

• aggressively re-designed and implemented the first ever Distributed Learning (DL) Phase for all RC NCOES courses, greatly closing the equivalency gap for Army music

• trained for and exceeded C-1 ASI standards earning the elite instructor level AMPA qualification; a highly skilled, motivated leader and example for his Soldiers

• two of his Soldiers attended NCOES with one being selected as Honor Graduate and the other earning the Commandants Leadership award

• presided over the USAREC Sergeant Audie Murphy Club as president; volunteered to support XX community affairs; strengthened relationships within the commonwealth

• embraced the challenge to mentor and coach XX subordinate Career Counselors; adroitly locked FY XX retention missions XX months early, overproduced by XX%

• mentored and coached NCOs to achieve premium results during NCOES; XX Soldiers earned distinction as honor graduates and XX acquired commandants list recognition

• groomed two SR NCOs for selection by the Army G1 Classification Branch to assist in training 12 Personnel Developers from three other Career Management Fields

• planned, resourced and conducted training for one of the largest BCT’s on the installation; his training plan has become the model for the division

• resourced an effective battalion Drivers Training program that licensed 400 Soldiers IOT execute APO mail delivery for the EUCOM theater, saving over 1 million dollars

• completed 15 semester hours of college level education from Austin Peay State University and Excelsior College completing a B.S. in Mathematics with a 3.8 GPA

• volunteered to instruct Level one and Level two Combatives classes for USARAK: provided valuable training and certification to over 250 Soldiers

• prepared and executed Counter-IED/UXO dismounted training lanes for 200 Soldiers of the 23d EN CO improving their combat readiness and survival during their OEF 14-15 deployment

• served as a primary trainer, conducted Squad Lanes by instructing and qualifying 75 Soldiers on 10 different individual and squad tasks; excellent abilities as a trainer

• conducted individual SAMS-E oriented training to 10 personnel in six different companies to become multifunctional Automated Logistical Specialists

• tested, trained and licensed over 132 Soldiers on Non-Tactical Vehicles in six week period enhancing the Battalion’s mission readiness

• designed a complete logistics program through virtual means to teach and provide Soldiers refresher knowledge on Supply Room Operations

• formed and leaded a working group specifically designed to develop future logisticians to operate in all environments

• Soldier plans ahead and shares with Soldiers; always seeking to remain one step ahead of change

• embodies the teach, train, and lead. Envisions what the NCO 2020/2025 concept is and works diligently to further improve on developing today's junior leaders on meeting such requirements

• completed 15 credit hours to receive his Bachelor’s Degree in Business Management; he utilized business management principles to increase shop production

• trained over 600 Soldier within the unit on preventing sexual assault and sexual harassment during the post SHARP stand down day

• earned a Bachelor of Science degree in Social Science; completed 12 semester hours while maintaining a 3.8 GPA

• completed requirements for Bachelor/Masters Degree

• single-highhandedly assessed and completed the longevity awards for 50 Soldiers within the company, all in his personal time

• created a PowerPoint training class on the counseling process which was adopted by the battalion

• completed 16 college hours towards a bachelor's degree in the evenings with an overall 4.0 average

• developed check and balance system for equipment that completely eliminated equipment losses during missions

• personally mentored and supported 4 Soldiers in his squad to continue their college education; 3 of them earning their Associate’s degree during deployment

• volunteered to teach land navigation to 120 students at the local high school JROTC class

 

 

Soldier Donated Content

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• trained 110 Czech and Georgian Soldiers on proper search techniques, crew implementation, dismounted movement TTPs and proper cordons

• planned and facilitated handheld detector and UXO/IED awareness training for 80 CF Soldiers; reinforced working relationship with NATO partners

• mentored and coached subordinate Soldiers; enabled his team member to complete 42% of EOD Team Leader Certification

• strove constantly to further his EOD technical skill set and knowledge base; completed 60% of EOD Team Leader Certification process

• used prior medic MOS experience to standardize the company's medical load out for mounted/dismounted operations and established trauma treatment TTPs

• provided support to CF Task Force leaders for six dismounted patrols and six cache searches; cleared 21 damaged Afghan National Army vehicles of explosives

• completed 15 credit hours towards Bachelors Degree; maintained a 3.7 GPA, while flawlessly executing his duties (Exceeded Standard)

• developed a mobile TOC package; deployed to 3 off-post, brigade level partnered unit training events(Exceeded Standard)

• provided coaching to 2 partnered unit's Operations Sergeants Major, and battle NCO's during Warfighter Training Exercise(Exceeded Standard)