Leads 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.

 

Bullets: Click Here to Open/Close
• demonstrated behavior inconsistent with Army Values by driving under the influence of alcohol with a BAC of 0.086%

• failed to conduct proper risk assessments or react when risk factors increased; resulted in x Soldiers injured during the rating period

• routinely failed to supervise Soldiers conducting PMCS during inclement weather

• fails to effectively communicate with subordinates causing mission failure

• exhibited poor rapport with Soldiers providing ineffective supervision and delegation of responsibilities

• failed to keep Soldiers informed; information dissemination inconsistent and lacking in both content and context; Soldiers lack trust and confidence in the command

• failed to adequately prepare/conduct scheduled M249 Squad Automatic Weapon training, required another team leader to train his Soldiers on the weapon system

• failed to communicate and enforce published safety standards in the unit motor pool; x vehicles were damaged when his parked vehicle rolled into another

• Soldiers lacked guidance and direction evidenced by multiple mission failures due to a lack of physical presence; whereabouts frequently suspect

• removed from leadership position for failure to supervise and lead Soldiers

• lacks confidence, managerial skills, and ability to make immediate decisions without supervisor guidance

• Soldier's flaccid leadership style degraded squad morale by failing to provide guidance, support, or confidence to his subordinates

• allowed Soldiers to take short cut in training resulting in the first training injury in x years

• training shortcuts resulted in significant equipment damage; greatly reduced the unit’s capacity to conduct its tactical mission

• failed to support chain of command and NCO support channel leading to a toxic environment; lacks the trust of superiors and subordinates

• failed to take responsibility for the actions of Soldiers under his charge; allowed Soldiers to sleep during guard duty

• betrayed the trust and loyalty of peers and subordinates alike by fabricating maintenance records

• demonstrated behavior inconsistent with Army Values by driving under the influence of alcohol with a BAC of 0.086%

• failed to conduct proper risk assessments or react when risk factors increased; resulted in three Soldiers injured during the rating period

• information dissemination was inconsistent and often untimely; resulted in a lack of trust among subordinates and supervisors

• scored 175 on APFT

• routinely failed to supervise Soldiers conducting PMCS on assigned equipment during inclement weather

• failed to adequately prepare to conduct scheduled M249 Squad Automatic Weapon training, required another Team Leader to train his Soldiers on the weapon system

• failed to communicate and enforce published safety standards in the unit motor pool; two vehicles were damaged when his parked vehicle rolled into another

• use of shortcuts in training resulted in damage to Field Artillery Weapons Systems; greatly reduced the unit’s capacity to conduct its tactical mission

• Soldiers lacked guidance and direction as evident in multiple mission failures due to a lack of physical presence; whereabouts frequently suspect

• failed to keep Soldiers informed; information dissemination inconsistent and lacking in both content and context; Soldiers lack trust and confidence in the command

• consistently fails to complete aircraft phases in DA mandated standard time

• ineffective communicator with subordinates which allows distrust of genuine concern for their well-being

• does not support the Army programs

• lack attributes of an Army Leader; provides no purpose or direct

• fails to trust and collaborate with leaders and subordinates during unit training

• fails to set personal goals and examples for the self and Soldiers

• inconsistently reads the situation and makes poor decisions as a result

• demonstrated inability to correctly pass information to subordinates resulting inappropriate use of time and resources

• failed to conduct proper PCCs prior to mission resulting safety violations during Tank Gunnery / Bradley Gunnery resulting in disqualification

• failed to support chain of command and NCO support channel leading to a toxic environment within his tank/Bradley crew; lacks the trust of superiors and subordinates

• removed from leadership position based on inability to supervise and lead subordinates; did not set the example

• poor rapport with subordinates, ineffectual in supervision on the delegation of responsibilities

• created a hostile work environment by leading through threats and intimidation

• as the Patrol Drug Detector Dog Team Leader exhibited behavior that is not consistent with Army Values

• loss accountability of prisoners assigned to his housing unit

 •loses control of crime scene when in charge of the scene

• demonstrated behavior inconsistent with Army Values by driving under the influence of alcohol with a BAC of 0.086%

• failed to conduct proper risk assessments or react when risk factors increased; resulted in 3 Soldiers injured during the rating period

• information dissemination was inconsistent and often untimely; resulted in a lack of trust among subordinates and supervisors

• lacks enthusiasm and has no pride in performance

• lacks the confidence, managerial skills, and ability to make immediate decisions without supervisor's guidance

• fails to effectively communicate with subordinates causing mission failure

• needs constant supervision to ensure suspense’s are met

• demonstrated a lack of professionalism while using profanity on several occasions on and off duty

• as trumpet section leader, his section showed up for rehearsal unprepared three times this week

• displayed a lack of accountability and organizational skill while allowing a member of his section to make a non-critical appointment during a scheduled musical mission

• failed to recognize urgency to provide reasonable amenities for (his/her) Soldiers; eroded company cohesiveness; put (his/her) needs above all others

• utilized a GSA vehicle for personal use; eroded leadership trust and confidence within the company through lies and deception

• inconsistent and unreliable communication developed skepticism and suspicion within the unit; subordinates and leadership lost confidence in (his/her) ability to lead

• exercised poor judgment during off-duty hours; cited for driving a motor vehicle while intoxicated

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

• soldier's flaccid leadership style degraded squad moral by failing to provide guidance, support or confidence to his subordinates

• failed to set the example of Be, Know, Do by blatantly disregarding the spirit to achieve and win by smoking a controlled substance during deployment

• displayed a lack of ability to delegate ammunition inventories to subordinates resulting in loss of accountability of Class V

• failed to take responsibility for the actions of Soldiers under his charge; allowed Soldiers to sleep while guarding Ammunition Holding Area during unit FTX

• displayed a lack of ability to delegate tasks to subordinates; resulting in a 40% delay in shop job orders

• did not take time to improve his Wheeled Mechanic vehicle knowledge, to become a more efficient Leader

• betrayed the trust and loyalty of peers and subordinates alike; fabricated maintenance records

• fails to plan and as a result, execute mandated or required training to standard

• cannot effectively communicate with subordinate or superiors

• allowed Soldiers to take short cut in training that resulted in first training injury in three years

• failed to consistently communicate with Soldiers; resulted in tasks and missions not being completed to closure

• mismanaged Soldiers during shop operation hours; contributed to the lowest operational readiness rate within the brigade

• exhibited poor rapport with Soldiers which resulted in ineffective supervision and delegation of responsibilities

 

 

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.

 

Bullets
• mentored a substandard Soldier to pass APFT by increasing his score by xx

• scored 300 on most recent APFT earning the Army Physical Fitness Badge

• adapted to the dynamic scenarios during NTC Rotation XXX; led to the destruction of four enemy vehicles during force-on-force battle

• trained and evaluated 81 Soldiers on the M240 Machine Gun GST task; received 100% first time GO's

• recognized by Company Commander for maintaining a 100% Fully Mission Capable (FMC) Tank during BDE Challenge; best in the company

• performed all squad missions and tasks while assuming duties as the squad leader for more than x months of rated period

• built squad confidence through counseling, demonstration, and practical exercises

• motivated his Soldiers to endure by leading from the front during a 20 km foot-march in harsh weather; his entire team finished within time standards without incident

• competed for NCO of the Quarter to demonstrate initiative and self-improvement; motivated the entire team to compete for Soldier of the Quarter

• takes necessary actions to ensure Soldiers’ concerns and needs are addressed and resolved allowing for increased trust, confidence, and commitment to the unit

• constantly assessed risk during night tactical movement and implemented mitigation measures to ensure crew safety while accomplishing the mission

• displayed the ability to relate to peers and subordinates developing a sense of respect and mutual trust among his team

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

• leads by example in the pursuit of excellence; worked extended hours on numerous occasions to ensure on-time task completion

• scored 180 on APFT

• successfully performed all squad missions and tasks while assuming duties as the Squad Leader for over 6 months of rated period

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

• mentored two team members to earn the EIB

• scored 300 on most recent APFT earning the Army Physical Fitness Badge

• earned the coveted Expert Infantryman’s Badge

• took over as Squad Leader when he was absent, ensured all tasks were completed

• mentored a substandard Soldier to not only pass APFT, but to increase his score by over 80 points

• corrected deficiencies in the priming of shape charges reducing the possibility of a misfire during a unit run demolition range

• clearly communicated and demonstrated the tasks required to safely load construction equipment onto a tractor trailer during company driver training, resulting in 100% first time GO

• motivated his Soldiers to endure by leading from the front during a 20 km foot-march in harsh weather; his entire team finished within time standards without incident

• served as Howitzer/Launcher/Fire Direction Center/Fire Support Section Chief during an operational deployment; performance led to notable improvements in the effectiveness, efficiency, and morale of the unit

• competed for NCO of the quarter to demonstrate initiative and self-improvement; motivated the entire team to compete for Soldier of the Quarter

• takes necessary actions to ensure that Soldiers concerns and needs are addressed and resolved allowing for increased trust, confidence, and commitment to the unit

• served as “Hot Crew” NCOIC during an operational deployment; performance led to notable improvements in the effectiveness, efficiency, and morale of the unit

• competed for NCO of the quarter to demonstrate initiative and self-improvement; motivated the entire team to compete for Soldier of the Quarter

• takes necessary actions to ensure that Soldiers concerns and needs are addressed and resolved allowing for increased trust, confidence, and commitment to the unit

• NCO serving at least one pay grade above current position

• ability to mentor Soldiers to attend and achieve unit level boards

• hand selected to serve as team/squad leader over 12 other highly qualified junior NCOs based on his/her dedication and commitment to aviation excellence

• possesses keen Army Leader attributes that motivates others to follow

• provides moral courage and confidence needed for adaptive leaders

• shared understanding and knowledge of the mission contributes to unit’s training plan

• constantly assessed risk during night tactical movement and implemented mitigation measures to ensure the safety of his crew while accomplishing the mission

• displayed the ability to relate to peers and subordinates developing a sense of respect and mutual trust among his dismounted scout team

• demonstrated proficiency and technical expertise by qualifying with his assigned weapon, qualifying his Tank/Bradley and earning the APFT badge; leads by example

• mentoring Soldiers on skill level one and skill level two tasks

• assessed not verbal cues to help subordinate seek assistance from supervised the installation and testing of an antenna system at a remote site; saved the organization $10,000 in installation fees

• mentored 3 Soldiers in completing the Counterintelligence Probationary Program 90 days ahead of standard through diligent coaching and counseling

• integrated 3 new Soldiers to the unit and trained them in LLVI operations using unit SOPs and prior combat experience; capitalized on individual strengths

• leads by example in the pursuit of excellence; worked extended hours on numerous occasions to ensure the completion of all tasks prior to suspense

• constantly disseminates information to his Soldiers ensuring all assigned tasks are accomplished

• recognized with the Military Outstanding Volunteer Service Medal for volunteering over 100 hours of his personal time to the local community

• successfully performed the duties of the Patrol Drug Detector Dog Team Leader, responsible for the training, fitness, and supervision of two subordinate MWD Teams

• in-processed over 120 newly confined prisoners; secured records, inventoried over $12K of money and personal property with 100% accuracy

• maintained control of crime scene as the senior agent on scene

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

• mentored 3 Soldiers in completing the Counterintelligence Probationary Program 90 days ahead of standard through diligent coaching and counseling

• integrated 3 new Soldiers to the unit and trained them in LLVI operations using unit SOPs and prior combat experience; capitalized on individual strengths

• self-starter who takes initiatives in the absence of orders to accomplish all missions

• sought perfection; accomplished all duties with great accuracy and timeliness

• kept Soldiers informed of goals, action and results

• as Operations NCO, he/she superbly led the coordination of 32 high visibility ceremonies resulting in praise by the Commander and SGM

• prepared two Soldiers for attendance to WLC while setting the example and competing in the Army Music NCOY competition himself; a highly motivated NCO and asset the unit

• created a powerful, cohesive team of musicians within his trumpet section resulting in them being named by the Commander as the best instrumental section in the band

• ability to build trust and confidence among Future Soldiers increased a significant number of student referrals by XX% from previous FY, finest program in the battalion

• mentored the top new Army Career Counselor within the brigade; set a positive example for peers and subordinates to emulate within the organization

• performed additional duties as the Assistant Center NCOIC; proactive and versatile transitioning XX Soldiers to BCT without error; decreased center FS loss rate by XX%

• led his Squad to achieve the highest amount of points during the battalion MHE rodeo

• set the platoon standard for Sergeant’s Time training; his Soldiers always passed the 1SG’s check on learning exercises

• conducted countless hours of his own time to ensure his Soldiers were trained and prepared for all missions

• inspired three Soldiers to compete and win Post Soldiers of the month

• emerged as one of the strongest Team Members during Post Blast Analysis class, was awarded his own team to run during NTC rotation and the upcoming deployment

• was instrumental in the successful completion of the 17thCSSB range density week by instructing PMI for the Soldiers on the M4/M16 Range achieving 97% qualifying

• deployed four Soldiers in her squad to NTC that assisted in successful draw and turn in over 120 pieces of equipment

• trained squad to become one team and set the maintenance standards for other to follow

• taught subordinates by setting the example for excellence at all time; knowledgeable of every aspect of his job

• a master of weapons training; ability to transform gun crews into Top Guns

• demeanor and leadership influenced the tribal council to accept coalition assistance; defeated the insurgent stronghold

• first female Soldier to volunteer for and complete Ranger School

• took initiative and accepted responsibility in the absence of orders

• coached and mentored Soldiers; allowed them opportunities to serve in and learn from positions of greater responsibility

• instilled a team first mentality within the section; led by example

 

 

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Organizational Level / E-6 thru E-8

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Did not meet standard

Bullets
• demonstrated behavior inconsistent with Army Values by driving under the influence of alcohol with a BAC of 0.08+%

• drinking off-duty with junior Soldiers demonstrated poor judgment inconsistent with Army Values

• failed to conduct proper risk assessments or react when risk factors increased leading to x injured Soldiers

• failed to address concerns and monitor risk factors affecting team members resulting in mission deterioration; undermined the trust of subordinates

• information dissemination was inconsistent and often untimely; resulted in a lack of trust among subordinates and supervisors

• demonstrated inability to correctly pass information to subordinates resulting inappropriate use of time and resources; failed to gain trust of subordinates

• wasted valuable training time by failing to adequately resource or protect training; set subordinates up for failure

• did not live the Army Values; failed to set the example for his Soldiers by driving under the influence

• failed to live the NCO creed; used his grade and position to receive pleasure/profit/personal safety

• fostered an environment of fear and intimidation through toxic leadership; received a General Officer Memorandum of Reprimand for his actions

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

• demonstrated a lack of leadership skill; his failure to tackle Soldiers’ problems with confidence negatively affected their morale and well-being

• lacks the communication skills and tact required of an effective, credible NCO

• failed to understand, visualize, describe, and direct subordinate leaders in the OPORD process during time-sensitive missions, resulting in x significant mission delays

• relieved of duty/received non-judicial punishment for failing to follow ARs/SOPs while performing duties

• failed to take responsibility for the actions of Soldiers under his charge resulting in catastrophic loss of equipment and injury to personnel

• demonstrated behavior inconsistent with Army Values by driving under the influence of alcohol with a BAC of 0.086%

• failed to conduct proper risk assessments or react when risk factors increased; resulted in 3 Soldiers injured during the rating period

• failed to create shared understanding in his unit; did not share information with subordinate leaders

• wasted valuable training time by failing to adequately resource or protect training; set subordinates up for failure

• stifled creativity in his unit; failed to consider alternative perspectives from subordinate leaders

• was involved in an inappropriate relationship with a subordinate Soldier

• failure to mitigate risks resulted in four Soldiers receiving injuries while providing support to the LFX

• does not display in-depth knowledge of Soldiers personal or professional information when asked; frequently unaware of Soldiers issues or needs

• was involved in an inappropriate relationship with a subordinate Soldier

• failure to mitigate risks resulted in four Soldiers receiving injuries while providing support to the LFX

• does not display in-depth knowledge of Soldiers personal or professional information when asked; frequently unaware of Soldiers issues or needs

• failed to accept leadership position

• created a hostile/toxic work environment

• failed to understand, visualize, describe and direct subordinate ;leaders in the OPORD process during time-sensitive mission; resulting in two aircraft delays

• undisciplined leader; lack the decisiveness, reliability and organization to get the job done

• inconsistently interprets the situation and made poor decisions as a result; lacked the requisite maturity of a senior noncommissioned officer

• demonstrated inability to correctly pass information to subordinates resulting inappropriate use of time and resources; failed to gain trust of subordinates

• does not treat all members of (type of element) with the same level of respect; shows favoritism toward certain members of the organization

• crew safety violations during Tank Gunnery / Bradley Gunnery resulting in disqualification; failed to conduct proper PCCs prior to mission

• failed to report EO violations and take appropriate actions

• lacked the trust of superiors and subordinates; failed to support chain of command and NCO support channel leading to a toxic environment within his tank/scout platoon

• poor rapport with subordinates, ineffectual in supervision on the delegation of responsibilities

• did not live the Army Values; failed to set the example for his Soldiers by driving under the influence

• failed to live up to the creed of the NCO; used his grade and position to receive pleasure/ profit / personal safety

• did not enforce regulatory standards of AR 190-12; failed to ensure monthly inventories and training records were completed in the absence of the incumbent

• counseled for repeated inappropriate relations with sexual assault victims

• failed to set example while riding with junior Soldier in POV which resulted in Soldier receiving a DUI

• The Kennel Master has been reprimanded for violation of the Army’s SHARP and EO program

• received non-judicial punishment for failing to follow Standard Operating Procedures while performing duties as a Watch Commander at the Joint Regional Correctional Facility (JRCF)

• fostered an environment of fear and intimidation through toxic leadership; received a General Officer Memorandum of Reprimand for his actions

• his/her behavior during the conduct of MWD Certifications was found unprofessional and not in compliance with Army Values

• relieved of duty for not following Standard Operating Procedures while performing duties as a Watch Commander at the United States Disciplinary Barracks (USDB)
• information dissemination was inconsistent and often untimely; resulted in a lack of trust among subordinates and supervisors

• consistently failed FM inspections (Internal Control/Quality Assurance, etc)

• unprofessional leadership

• fails to provide guidance, support or confidence to his subordinates

• unprofessional leadership style degraded squad moral by failing to provide guidance, support or confidence to his subordinates

• demonstrated poor judgment inconsistent with Army standards while drinking off duty with junior Soldiers

• failed to assume, learn and engage in his duties as Deputy Commandant of the NCOA and was relieved of his position

• displayed poor work ethic by continually missing critical administrative suspense’s

• failed to communicate critical information; Soldiers were unable to reach shared understanding and obtain simple solutions for solvable issues and concerns

• lacked ability to extend influence and lead subordinate Career Counselors; unit finished last in all statistical categories

• failed to address concerns and monitor risk factors affecting team members; undermined the trust of subordinates; resulted in mission deterioration

• exercised poor judgment during off-duty hours; cited for driving a motor vehicle while intoxicated

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

• Soldier's flaccid leadership style degraded squad moral by failing to provide guidance, support or confidence to his subordinates

• lacked the communication skills and tact required of an effective and credible NCO; did not properly clear Battalion Headquarters nor stress the danger of existing UXO in the building placing personnel in danger

• failed to maintain proper record keeping of ammunition turn ins; resulted in ASP shut down and Soldiers spending extra hours inventorying ASP for unaccounted lot numbers

• failed to take responsibility for the actions of Soldiers under his charge resulting in catastrophic loss of EOD equipment and injury to personnel

• failed to ensure all mandatory maintenance reporting requirements were on time; the motor pool failed a Staff Assisted Visit (SAV) and a Command Inspection

• was an unsuccessful mentor to his subordinate junior leaders; counseled by the 1SG three times for failing to provide effective and timely counseling

• failed to prepare for training events; executes task at the minimal acceptable level

• not a trusted member of the team due to continuous moral lapses

• allowed three Soldiers to take unauthorized passes; one over 1000 miles from duty location

• Soldier does not lead at appropriate times

• reluctant/ dereliction of duty (fails to perform and/or total disregard to position authority)

• failed to consistently communicate with Soldiers; resulted in tasks and missions not being completed to closure

• mismanaged Soldiers during shop operation hours; contributed to the lowest operational readiness rate within the brigade

• failed to maintain accountability of Soldiers under his supervision; fabricated status reports

• was relieved for driving while intoxicated in an off duty status

• many times has failed to inspect Soldiers and their equipment resulting in Soldier’s not having cold weather gear for training

• refused to do his job as 1SG of unit and said “I quit”

• tends to put the blame on others for own shortcomings

• does not effectively supervise troops on the level required of an SFC/SSG/SGT

• failed to be at appointed place of duty four times in two month period

• often failed to perform on-the-spot corrections on subordinates

• set a bad example by extorting money from his Soldiers

• allowed subordinates to ignore verbal and written directives

• exhibited poor rapport with Soldiers which resulted in ineffective supervision and delegation of responsibilities

 

 

Met standard

Bullets
• influenced and mentored x Soldiers thru ALC; x made the commandant’s list

• ensured staff met high standards of the NCOA while not neglecting family obligations

• provided an detailed PMI for the M9 pistol record qualification; 10 Soldiers qualified expert on M9 pistol

• trained his section on the units METL tasks; resulted in a T rating on 8 of 10 tasks in the last training quarter

• demonstrated excellent performance as a Platoon Sergeant for two weeks during Platoon Sergeant's absence

• instilled the need for leader development through monthly NCODP meetings and seminars

• effectively managed platoon members ensuring SSD1 and SSD2 completion through counseling and visual inspections of completion

• attends courses to gain a greater perspective facilitating better discussion

• conducts PRT with units to gage fitness standards of troops and leaders

• fostered high morale in the unit; Soldiers willingly tackle any challenge under his leadership

• standards-based leader; uses disciplined training management processes to ensure mission success

• created a harmonious work relationship in his section; resolved internal conflicts to ensure maximum efficiency

• keeps platoon informed of requirements through squad leaders; every member consequently has the same information

• ensured the platoon was informed and complied with suspenses in preparation for missions

• integrated multiple slice elements and molded them into an effective, efficient support team which provided essential services for deployed Soldiers

• had x Soldiers selected as Battalion Soldier/NCO of the Quarter, directly linked to training and mentorship

• developed a sense of mutual trust and respect within his platoon and the organization; displayed genuine interest for his Soldiers and their Families; a true team builder

• constantly assessed risk and implemented mitigation measures during night tactical movement to ensure the safety of his crew while accomplishing the mission

• capitalized on individual strengths to build an effective organization; integrated new Soldiers to the unit and rapidly assimilated them

• consistently communicated with her Soldiers; ensured each Soldier understood assigned roles and the importance of the mission

• fostered a learning environment free of sexual assault and sexual harassment; created a climate of dignity and respect for all Soldiers

• supported the Army’s EO and SHARP programs by fostering an environment free of discrimination and harassment through training and personal example

• coordinated and supervised x health and welfare inspections enabling commanders to maintain good order and discipline of their units

• dedicated to Soldier welfare; created positive climate of trust, teamwork, and duty satisfaction

• integrated x new Soldiers to the unit and trained them in LLVI operations using unit SOPs and prior combat experience; capitalized on individual strengths

• spearheaded the collection, inventory, and turn in of more than $xxx worth of outdated or unserviceable equipment resulting in zero loss for the section

• possesses the mental ability to train and lead; continues to mentor and educate to develop skills for operating at a higher capacity in the future

• assumed duties as deputy commandant with skill and finesse, quickly assessing and understanding doctrine, NCOA procedures, and vital relationships

• coached and mentored Soldiers; allowed them opportunities to serve in and learn from positions of greater responsibility

• was able to instill a ‘team first’ mentality within the section; a charismatic leader

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

• attained 100% Table VIII Certifications; certifying six launcher crews

• provided a Common Operating Picture (COP) to the DIVARTY TOC enabling the DIVARTY Commander to make informed tactical decisions in support of the BCTs

• integrated multiple slice elements on a FOB and molded them into an effective, efficient support team which provided essential services for the deployed Soldiers

• led a tactical tower team in support of Operation Bright Star; recognized by the Division Commander for excellent performance

• had three Soldiers selected as Battalion (Soldier/NCO) of the Quarter, directly responsible through mentorship and training

• developed a sense of mutual trust and respect within his platoon and the organization; displayed genuine interest for his Soldiers and their families

• constantly assessed risk and implemented mitigation during night tactical movement measures to ensure the safety of his crew while accomplishing the mission

• routinely assessed the situation and applied the appropriate solution fostering trust and respect within his platoon; earned the confidence of his subordinates

• demonstrated technical and tactical competency by qualifying his platoon on Gun Table XII destroying 75% of targets presented and scoring 79% on tactical tasks

• influenced others by demonstrating genuine interest and concern for the welfare of his Soldiers and their families; a true team builder

• developed rapport with various support agencies on post to further the education, health and well-being of his unit

• assessed non-verbal cues to assist subordinate in seeking assistance during time of crisis; made full use of on-post resources to resolve the problem

• capitalized on individual strengths to build a more effective organization; integrated new Soldiers to the unit and rapidly assimilated them into his platoon

• demonstrated trust by delegating missions to subordinates building trust and confidence within the section

• fostered a learning environment free of sexual assault and sexual harassment; created a climate of dignity and respect for all Soldiers

• coordinated and supervised three health and welfare inspections enabling commanders to maintain good order and discipline of their units

• motivated self and Soldiers to accomplish a half marathon, two 10K and four 5K runs during a nine month deployment

• ensured all USDB Special Housing Unit(SHU) policies and Standard Operating Procedures were followed; kept the SHU NCOIC constantly informed on all issues

• molded an inexperienced platoon into a superior community law enforcement asset that ultimately provided countless hours of community protection

• Performed the duties of the Ft. X Kennel Master, a large kennel consisting of 30 Military Working Dogs, and 31 subordinates without incident

• led, developed and executed company level riot control training during company Field Training Exercise

• supported the Army’s EO and SHARP programs by fostering an environment free of discrimination and harassment through training and by his own example

• successfully performed the duties of Military Working Dog Program Manager for (XX) kennels, consisting of (XX) Military Working Dog teams

• dedicated to Soldier welfare resulting in a positive section climate of trust, teamwork, and job satisfaction

• integrated 3 new Soldiers to the unit and trained them in LLVI operations using unit SOPs and prior combat experience; capitalized on individual strengths

• supervised 3 Soldiers in completing the Counterintelligence Probationary Program to standard in a timely manner

• led two teams during two Field Training Exercises; taught interrogation and MSO tasks to 8 Soldiers; improved Soldier performance and confidence

• ensured the Soldier in platoon were informed and complied with various suspense’s in preparation for the mission

• influenced and mentored two Soldiers thru Advance Leader Course and one made the commandant list

• ensured 100% of military leave and pay transactions were processed, exceeding DOD timeliness standards

• ensured the Soldier in platoon were informed and complied with various suspense’s in preparation for the mission

• assumed duties as Deputy Commandant with skill and finesse, quickly assessing and understanding Army Music NCOA procedures, doctrine, and vital relationships

• ensured his/her staff met high standards of the NCOA while not neglecting their family obligations

• planned and safely executed the Instruction of Military History trip for his staff and students to the MacArthur Memorial helping NCOs reflect on the profession of Arms

• integrated XX new Soldiers to the unit and educated them on current recruiting operations; capitalized on individual strengths to enhance center effectiveness

• prepared and polished Soldiers before appearance to the FORSCOM Career Counselor of the Year Board; represented organization with pride and distinction

• led Soldiers to meet objectives and accomplish tasks; focused and dedicated; (his/her) leadership efforts are reflected through Soldiers commitment to duty

• spearheaded the collection, inventory, and turn in of over 20,000 dollars’ worth of out dated or unserviceable equipment resulting in zero loss for the section

• led the execution of 167 sling load operations within RC-South delivering more than 150,000lbs of critical supplies

• routinely sought out by officers, NCOs, and Soldiers for advice and guidance

• processed 130 ammunition issue, turn-in and shipment request, ensuring safety and mission accomplishment

• maintained accountability of over 90 shorts tons valued at over $3M during NTC rotation 14-013; resulted in proper allocation and distribution of Class V to forces across the battlefield

• selected to run the 144thBattalion ammunition supply point; excelled at the operation, safety, and organization required for the M2 range

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

• worked tirelessly for Soldiers health, moral, and welfare, never off duty when it came them

• placed the needs of the Battalion and the platoon above his own to ensure overall mission accomplishment

• keeps platoon informed of requirements through squad leaders; every member consistently has the same information

• met assigned recruiting goal by processing 10 applicants per quarter

• completed the Army Ten Miler as a member of the Fort Shore Team

• Soldier leads Soldiers according to his/her level

• performing at expected level for grade and TIS

• provided seamless lines of communications with 3ID; his efforts enabled 3SB to provided continues logistical support throughout IRAQ Northern area of operation

• coached and mentored Soldiers; allowed them opportunities to serve in and learn from positions of greater responsibility

•  mentored the ______ IN battalion fires support cell to successfully execute call for fire certification

•  recognized as an informal leader on the team, his opinion is widely sought after by all peers on the team and in the battalion

• served as the battalion Voting Assistance Officer during one of the nations most important elections

• was able to instill a team first mentality within the section; a charismatic leader

• maintains highest standards

• willing shares hardships of his Soldiers despite age and position

• motivates and challenges subordinates through leadership by example

• places unit's mission, welfare, and training of his Soldiers above personal needs

• stands firmly on his convictions

• able to motivate Soldiers to accomplish the mission

• sets the example for taking initiative and accepting responsibility

• able to adapt communication techniques to the situation

• strives for team effort in accomplishing assigned tasks

 

 

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.

 

Bullets
• selected as the Battalion Drill Sergeant of the Quarter

• eagerly passed lessons learned to other units to ensure success throughout the organization

• routinely invites wounded warriors to unit leader development sessions to discuss resiliency and PTSD concerns

• built a climate of trust where every member focuses on a common goal; this did not exist previously

• maintained a mission readiness rate of xx% while conducting 24-hour operations in one of the most challenging operational and strategic environments

• competed for and attained induction into the prestigious Sergeant Audie Murphy Club

• x of his xx Soldiers were selected as Battalion (Soldier/NCO) of the Quarter, directly responsible through training and mentorship

• hand selected to serve as 1SG over xx other highly qualified NCOs based on his/her extensive and diverse knowledge

• integrated a rehabilitative transfer Soldier and made him a productive member of the platoon; demonstrated persistence, patience, and empathy

• intuitively grasped inherent requirements during missions allowing the commander to focus on the larger scope of operations; took decisive action without further guidance

• communicated a clear understanding of missions and their importance; ensured full understanding at the lowest level through rehearsals and back briefs

• recognized with the Military Outstanding Volunteer Service Medal for volunteering more than xxx hours of personal time to the local community

• lead platoon during a complex attack directing fires on enemy positions while maintaining command and control of dismounted elements; multiple valorous awards were earned

• superbly served as Commandant, NCOA during the commandant’s extended absence; a highly skilled leader capable of greater responsibility

• superbly managed the NCOA and proved to be an inspiring motivator creating a cohesive, dynamic team of SGLs invigorating instructor and student performance

• led x cycles of AC and RC SLC and ALC courses resulting in highly engaging, relevant training for more than xxx NCOs

• prepared all subordinates for increased leadership responsibilities; sought for his/her sage advice and counsel; x of his/her Soldiers earned below-zone promotions

• placed long-term success over short-term gain and understood the second- and third-order effects of leadership decisions; unit increased xx% METL efficiency versus FYXX

• flawlessly served as the Brigade Operations Sergeant Major for xx days in the absence of the SGM; resulted in no loss of momentum in training or operations

• outstanding leader whose qualities and respect enabled his selection over x senior noncommissioned officers to fill the first sergeant position for xx days

• faced with an increasing non-mission capable equipment rate, determined deficiencies, resourced outside assistance, and corrected them

• company known across the installation as the standard bearer; dominates most unit competitions

• leads from the front; can lead at current level as well as higher levels

• unafraid; willing to operate outside own capacity for the challenge to remain competent and ready

• created a plan and set goals to train his section on the unit’s METL tasks, resulting in a “T” rating on x of xx tasks in the last training quarter

• trained xxx Soldiers on current IED threats and enemy TTPs, enhancing their explosives safety and IED awareness; increased Soldiers’ battlefield survivability

• continually seeks ways to improve functional areas metrics/operations

• routinely invites wounded warriors to unit leader development sessions to discuss PTSD concerns and resiliency

• rare composition of humbleness, discipline, and physical health breeds formation to impersonate

• routinely descends into squads and teams to gain a true perspective and checks learning

• inspires Soldiers to reach their full potential; subordinate leaders are empowered to make decisions at the lowest level as a result of his example

• built a climate of trust in the unit that did not exist previously; every member inside of his organization is focused on a common goal

• impeccable leader of character; can always be counted on to do what is right and just, moral judgment and ethical behavior are an example of what every leader aspires to be

• selected to attend Field Artillery Master Gunner Course due to demonstrated excellence in unit-level tactical and technical proficiency

• maintained a mission readiness rate of over 90% while conducting 24 hour operations in one of the most challenging operational and strategic environments

• competed for and attained induction into the prestigious Audie Murphy Club

• three of his eight Soldiers were selected as Battalion (Soldier/NCO) of the Quarter, directly responsible through mentorship and training

• hand selected to serve as 1SG over 12 other highly qualified NCOs based on his/her extensive and diverse aviation knowledge

• led a tactical tower team in support of Operation Bright Star; recognized by the Division Commander for excellent performance

• eagerly passed lessons learned to other units within the command to ensure success throughout the organization;

• successfully integrated a rehabilitative transfer Soldier and made him a productive member of the platoon; demonstrated persistence, patience and empathy

• intuitively grasped inherent requirements during all missions allowing the commander to focus on the larger scope of operations; took decisive action without further guidance

• communicated a clear understanding of the mission and its importance; ensured full understanding to the lowest level through rehearsals and back brief

• qualified his platoon with a “superior” rating on Gun Table XII; destroyed 88% of targets and scored 86% on tactical tasks

• leads others, builds trust, extends influence beyond the chain of command, leads by example, communicates well with Soldiers, peers, and seniors

• led the USACyber CoE Directorate of Training during five foreign VIP tours, ensuring compliance with applicable guidelines and restricting access where necessary

• served as the focal point for all sharp concerns; quickly reacted to a possible sexual assault case with a local national; case passed to the Office of Special Investigations

• recognized with the Military Outstanding Volunteer Service Medal for volunteering over 100 hours of his personal time to the local community

• exercised disciplined initiatives by adapting to unique challenges by flawlessly leading 21 MWD related missions; increasing operational readiness for the entire installation

• selected above peers to run the most complex investigations within the office, despite being the most junior

• selected as the Battalion Drill Sergeant of the Quarter

• lead platoon during a complex attack in _____ directing fires on enemy positions while maintaining command and control of dismounted elements; multiple valorous awards wear earned after the engagement

• provided trained and certified teams for 100% of the Military Working Dog deployments and missions tasked with, without death, injury or loss of handlers, or MWDs

• planned and executed the Brigade Correctional Academy Pre-Service Program; responsible for certifying all newly correctional specialist prior to being assigned duties in correctional facility

• emphasized safety and maintenance standards which ultimately lead to 50 Soldiers being awarded the Drivers Badge-Wheeled Vehicles, and three awarded the Mechanics Badge

• mentored Kennel Masters and TRNG NCOs which improved the TRADOC’s MWD certification rates by 40% while increasing the AKIA readiness ratings above 93%

• selected as First Sergeant by the Army Corrections Command and Military Police Regimental Command Sergeants Major of the 31E Advance Individual Training Company (AIT)

• Maintained accountability/responsibility of Battalion evidence program for 5 evidence rooms dispersed throughout Germany

• mentored 3 Soldiers in completing the Counterintelligence Probationary Program 90 days ahead of standard through diligent coaching and counseling

• organized and executed a SIGINT STX; received praise from the BN leadership

• generated, implemented, and enforced SOPs for the Brigade Translation Cell, Battalion ISR requests, local Tip Lines, and Counterintelligence Screenings

• subject matter expertise in many FM function has made him/her an invaluable asset to the section and the command

• continuously seeks ways to improve Audit Readiness

• demonstrated excellent technical and tactical knowledge as a Platoon Sergeant for over 45 days during Platoon Sergeant ’s absence

• took charge in the absence of detailed instructions; subject matter expertise in many HR function has made him/her an invaluable asset to the section and the command

• continuously seeks ways to improve the BN HR Metric

• superbly and easily served as Commandant of the NCOA in the Commandants absence for an extended period; a highly skilled leader capable of greater responsibility

• superbly managed the NCOA and proved to be an inspiring motivator creating a cohesive, dynamic team of SGLs that invigorated instructor and student performance

• led and ensured seven cycles of AC and RC SLC and ALC courses resulting in highly engaging, relevant training for over 200 NCO’s

• prepared all for increased leadership responsibilities; sought out for (his/her) sage advice and counsel; XX of (his/her) Soldiers earned below zone promotions

• communicated essential TTPs that led to the brigades exceeding first and second quarter retention objectives; coached XX Soldiers to achieve XX% during rated period

• placed long-term success over short-term gain and understood the second and third order effects of leadership decisions; unit increased XX% METL efficiency versus FY XX

• selected to serve as Detachment NCOIC of an A/DACG section consisting of 48 Soldiers in support of Operation Enduring Freedom (Staff Sergeant)

• led the successful planning and execution of the first ever Joint TOBC/ANCOC Manassas Run Live Fire Exercise

• flawlessly served as the Brigade Operations Sergeant Major for 60 days in the Absence of the SGM; resulted in no loss of momentum to training or operations

• supervised and instructed 24 Soldiers and 17 Afghan Local Nationals contracted to perform construction of AHA magazines to standard on COB Wolverine

• trained 284 deploying Soldiers of the 4/25 IN on current IED threats and enemy TTPs, enhancing their knowledge on explosive safety and IED awareness; increased Soldiers survivability on the battle field

• stood out among peers; took on supervision of over 100 ammunition inventories covering 120 separate DODICs to assist in scheduled inventories and ASP maintenance

• supervised 22 Soldiers in five maintenance shops; maximized over 50,000 work hours in eight months which reduced backlog and increased readiness

• outstanding leader whose qualities and respect enabled him to be selected over three senior Noncommissioned Officers to fill the First Sergeant position for 30 days

• exceptional knowledge and experience enabled her to manage the TAMMS/PLL systems for six units resulting 12 consecutive 100% on the Recon Report

• selected as the CASCOM Non Commissioned Officer of the Year

• faced with an increasing non mission capable equipment growth determined the deficiency, resourced outside assistance and corrected it

• company is known across the installation as the standard bearer; dominates almost every unit competition

• Soldier leads from the front; can lead at current level as well as higher levels

• not afraid; willing to operate outside own capacity for the challenge in order to remain competent and ready

• used his extensive knowledge of electronics to facilitate the training of 80 AIT Soldiers which resulted in a 90% graduation rate

• influenced other units in the battalion to adopt preventive maintenance standards on electronics and communications equipment which saved the battalion $60K on repair parts

• created a plan and set goals to train his section on the units METL tasks; resulting in a “T” rating on 8 of 10 tasks in the last training quarter

• spearheaded the company aluminum can recycling program producing over _____ dollars

• adapts leadership style to fit the Soldier and situation; exceedingly proficient leader young Soldiers can emulate

• devotes his off-duty time assisting Soldiers with personal problems

• constantly seeks new ways to improve his teams basic Soldiering and signal communication skills

• routinely assists less experienced SGTs with training, with no thought to reward

 

 

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.

 

Bullets
• volunteered more than xxx hours with youth services to mentor xx at-risk teens o scored 300 on most recent APFT

• earned his associate’s/bachelor’s/master’s degree in _____ with a x.x GPA

• oversaw committee preparation training more than xxxx cadets at West Point

• one of the most trusted leaders in the unit; built impeccable internal and external professional relationships extending influence outside the chain of command

• has the uncanny ability to balance Soldier needs with missions; his Soldiers have the highest morale and combat effectiveness of the organization

• leads the most disciplined unit in the organization; knows his Soldiers, mitigates risk by enforcing standards and holds individuals accountable for their actions

• section received Top Gun award for receiving highest scores during section certifications

• exhibited an unrelenting pursuit of excellence; selected as the Maneuver Support Center of Excellence Non-Commissioned Officer Academy NCO of the quarter

• selected as detachment sergeant, a position one rank above his own and ahead of peers, without any shortcomings

• earned coin of excellence from the TRADOC Command Sergeant Major for his exceptional performance as deputy commandant and the betterment of NCO learning

• his/her company was recognized by the BDE commander as having the best overall training and medical readiness statistics during x quarterly training briefs

• consistently sought for advice and input by members of the command; well-respected throughout the brigade for his knowledge and experience

• used a mix of influence techniques depending upon the situation and audience to build a team of teams; recognized as a leader among leaders

• restructured and retrained company following redeployment quickly rebuilding capabilities; maintained morale, discipline and esprit de corps despite personnel turmoil

• reset his platoon xx days after redeployment from _____, enabling a team to deploy to _____ supporting x missile units defending against regional threats

• served in a SGM position as a MSG while his unit deployed to _____ for xx months, returned with no incidents and high morale

• selected to perform duties as platoon sergeant; obtained excellent results o led NCOA through TRADOC accreditation and earned the Institute of Excellence rating

• as deputy commandant, motivated SGLs to earn x BAIBs and x SAIBs as part of the IDRP; an engaged senior leader always seizing opportunities for SGLs

• led x separate areas deprived of a first line supervisor; achieved xx% of assigned missions; effective communication skills enhanced organizational effectiveness

• one of x MSGs selected Army-wide to lead in the Army Research Institutes Test Program Advisory Team to discuss critical attributes for Soldier MOS selections

• led team to exceed mission requirements for drill sergeants, AIT platoon sergeants, and recruiters

• demonstrated exceptional expertise leading to his career management field being selected as one of the Army's first of 26 CMFs to implement the Army Career Tracker

• led x instructors consisting of military, civilian contractor, and augmented OCs conducting more than xxxx academic hours enforcing learning objectives

• built teams with civic, institutional, and government leadership to establish, shape, and provide policy for the Army Credentialing Program, a $xxM effort

• invited to meet with Department of Defense senior leaders on veterans’ unemployment issues

• shows leadership competencies of senior grades; a true leader capable of leading Soldiers to success

• clearly in a class all his/her own; takes each assigned mission as if it is a life or death challenge (shows no fear)

• mentored x NCOs to seek enrollment into the prestigious Sergeant Audie Murphy Club; resulted in x NCOs being nominated for induction

• supervised the excess turn-in of more than xxxx serviceable repair parts, returning $x M to the Army supply system

• volunteered over 160 hours with youth services to mentor over 25 at risk teens

• scored 300 on most recent APFT

• leadership example during recent EIB testing contributed to 18 of 20 platoon Soldier’s earning the badge

• earned his bachelor of business degree during rated period with a 3.5 GPA

• oversaw committee preparation that trained over 3000 cadets at West Point

• one of the most trusted leaders in the organization; has built impeachable professional relationships internal and external to his unit extending his influence outside of the chain of command

• has the uncanny ability to balance Soldier needs while accomplishing the mission; his Soldiers have the highest morale and combat effectiveness of any unit in the organization

• leads the most disciplined unit in the organization; knows his Soldiers, mitigates risk by enforcing standards and holds individuals accountable for their actions

• section received Top Gun award for receiving highest scores during section certifications

• influence and confidence crucial to the successful operational deployment of the HIMARS weapon system; achieved ready to fire within 72 hours of arrival at deployed site

• received the Gruber Award for being the best Field Artillery Soldier in the Army

• platoon received Top Gun award for qualifying 6 out of 6 Avenger teams table VIII with all six intercepting their target during the culminating LFX

• influence and confidence crucial to the first successful operational deployment of the THAAD Missile System; achieved FOC within 72 hours of arrival at deployed site

• received the BlackJack Gold award for tactical excellence by having the most proficient TCS crew within the 32d AAMDC

• hand selected to serve as 1SG over 12 other highly qualified NCOs based on his/her extensive and diverse aviation knowledge

• led a platoon PRT program that resulted in over 40% of his Soldiers being awarded the Army Physical Fitness Badge

• stood up a new Gray Eagle Platoon that was able to deploy airframes, personnel, and assets in support of combat operations in less than 90 days

• his/her company was recognized by the BDE Commander as having the best overall training and medical readiness statistics; during two Quarterly Training Briefs

• consistently sought for advice and input by members of the command; well respected throughout the brigade for his knowledge and experience

• used a mix of influence techniques dependent upon situation and audience to build a team of teams; recognized as a leader among leaders

• demonstrated outstanding technical and tactical competency by qualifying his platoon “distinguished” on Table XII platoon earning 91% on gunnery and 100% on tactical tasks

• restructured and retrained company following redeployment quickly rebuilding capabilities; maintained morale, discipline and esprit de corps despite personnel turmoil

• directed the preparation and oversight of pre-deployment actions for CG communication teams in support of operations on the African Continent

• reset his platoon 160 days after redeployment from OEF 13-14, enabling a team to deploy to Guam supporting three missile units defending against all regional threats

• utilized his expertise in satellite networking to successfully complete WGS testing with JITC; TTPs adopted across the DoD SATCOM community

• exhibited an unrelenting pursuit of excellence; selected as the Maneuver Support Center of Excellence Non-Commissioned Officer Academy NCO of the quarter

• effectively exercised mission command by interpreting BDE commanders intent and integrating seven MWD teams in support of BDE MRX and Unified Land Operations

• led a team of three Soldiers during the examination of 14 digital media devices for a high profile sexual assault case which had national news attention

• led a detail of five Soldiers on a six day mission to Paris providing protection for the Army Chief of Staff, receiving praise from the Chief and his senior staff

• under his direction and leadership the Force Protection and Training section received 99.7% rating during the American Corrections Association Accreditation

• competed and selected as the Fort Leonard Wood Drill Sergeant of the year

• recognized with the SFC Jeanne M Balcombe Leadership award for Military Police Senior Leaders Course

• as a SFC, was selected for assignment as an ACOM MWD Program Manager, A MSG Position

• responded with cell extraction team to prisoner attempting to cause self-harm; resulted in saving prisoner’s life

• managed over 500 contract working dogs, 199 Military Working Dogs, 31 kennels, 5 Military Working Dog Program Manages, and one canine advisory team flawlessly in the theater of operations

• performed expertly in Facility SGM position as a MSG for 12 months

• led Battalion with a 10 geographically dispersed detachments; responsible for felony investigations in 5 different states

• awarded the Knowlton Award for outstanding leadership, technical expertise, integrity, moral courage, and contributions to Military Intelligence

• organized and executed a combined CI/HUMINT FTX; praised by the BDE Commander as the best of its kind and adopted as the BN FTX model

• supervised 25 NCOs and 44 civilians to properly train over 350 AIT students in Interrogations/MSO; consistently recognized for professionalism in AARs

• served in a SGM position as a MSG while his unit deployed to_________ for ____ months, returning with no incidents and high morale

• selected as Detachment Sergeant , a position one ranks above his own and ahead of peers, without any short comings

• selected to perform duties as Platoon Sergeant; obtained excellent results

• innovative leadership style were key in the Division G1/Brigade S1 receiving consistent excellent rating during __________ IG Command Inspections

• selected by Corp/Division G1 as the best Brigade/Battalion S1 within area of responsibility

• led the Army NCOA through their TRADOC accreditation and earned the Institute of Excellence rating

• as Deputy Commandant, he motivated his SGLs to earn five BAIBs and two SAIBs as part of the IDRP; an engaged Senior Leader always seizing opportunities for his SGLs

• earned coin of excellence from the TRADOC Command Sergeant Major for his exceptional performance as Deputy Commandant and the betterment of NCO learning

• led the brigade with a triumphant program that spurred professional competition and enhanced AR mission focus; generated an increase of XX% enlistments versus FY XX

•  received III Corps Early Bird Award; unparalleled leadership was instrumental in the brigades ability to accomplish all retention objectives months ahead of schedule

• led two separate areas deprived of a first line supervisor; achieved XX% of assigned missions and effective communication skills enhanced organizational effectiveness

• one of three MSGs selected Army-wide to lead in the Army Research Institutes Test Program Advisory Team to discuss critical attributes for Soldier MOS selections

• led his team to exceed mission requirements for Drill Sergeants, AIT Platoon Sergeants, Recruiters

• demonstrated the prepotency expertise that led to his Career Management Field being selected as one of the Army's first of 26 CMFs to implement the Army's Career Tracker

• provided guidance for future professional development and broadening opportunities for 33,000 Soldiers through rewriting DA PAM 600-25 for CMF 89

• tasked and supervised more than 280 Division/Brigade ammunition support requests; ensured that all work was completed on time with 93% accuracy

• led 22 instructors consisting of military, civilian contractor, and augmented OCs conducting over 14,000 academic hours enforcing learning objectives

• obtained all supplies needed to create a C&E section; acquired all necessary tools and parts in order to service and repair 600 NVD’s within the Battalion

• allowed her team to complete over 30 services while manned at 67% in a 5-month period through depth of knowledge in maintenance operations

• served as Range Safety Officer for the First Brigade Best Sapper Competition qualified 20 competitors on M203, M204, M249, M16A2, and M9

• builds teams with civic, institutional and government leadership to establish, shape and provide policy for Army Credentialing Program; $1.8 M effort

• personally invited to meet with the senior leaders of the Department of Defense on Veterans unemployment issues

• built a lasting relationship with sister service logistics agencies to support current and future operations; served as a reviewer of their doctrine

• Soldier shows leadership competency of senior grade; a true leader capable of leading Soldiers to success

• mentored four NCOs to seek enrollment into the prestigious Sergeant Audie Murphy Club (SAMC); resulted in two NCOs being nominated for induction into the SAMC

• supervised the excess turn-in of over 1,000 serviceable repair parts; returning over $2 million to the Army supply system

• supervised and managed over 482 TMDE items with zero delinquencies without affecting the daily arduous OPTEMPO in the battalion

• handpicked over 50 other Soldiers to serve as the presidential driver during President's visit

• commended by the battalion commander as having the best enlisted training program within the battalion

• developed, planned, and instructed sniper course for the Alaska National Guard

• developed comprehensive weapon training plan that has been adopted by the Missouri and Rhode Island National Guards

• marksmanship instructions resulted in 96% of the detachment firing expert with the M4

• enrolled every Soldier in his platoon in the CLEP program to earn college credit

• coached 2 Soldiers within squad to win both battalion NCO and Soldier of the Quarter boards

• selected among 80 other NCO's for National Defense Transportation Association NCO of the year

• wrote and implemented NCODP SOP which is now USAMA model program

• coached and mentored three Soldiers to participate in the annual Bataan Memorial Death March and Army Ten Miler team

• flawlessly planned and coordinated a Battalion Warfighter Competition which consisted of an APFT, obstacle course, WTT tasks, ruck march, and range

• led his platoon to repair over 200 AN/PVS-7B in three days so the owning unit could deploy on time; each Soldier received a CG Coin of Excellence for their support

 

 

Soldier Donated Content

Bullets
• served as a Platoon Sergeant for four months; led platoon during EODRTWT while maintained 100% mission readiness

• developed Counter-IED TTPs based on the area trends and led supported RCPs in their implementation, mitigating the risk to personnel and patrols

• executed eight STX lanes during Ravens Challenge; enhanced collaborative efforts for local law enforcement, ATF, FBI and the XXXX BN

• instructed CIED training lanes; taught 327 NATO partners IED/UXO and ground sign awareness; mitigated the risk to personnel and mounted patrols

• planned and supervised a large scale demo range, resulted in 2,867 pounds of explosive remnants of war (ERW) being removed from Parwan Province

• established S2 security room, updated 18 hard drives, destroyed 150 classified CD's and 18 hard drives; accounted for 424 classified Secret items without loss

• constantly advised Soldiers and NCOs in the battalion on ways to improve by setting the example of the NCO Be, Know, and Do (Exceeded Standard)

• recognized as an informal leader, his opinion is widely sought after by all peers in the battalion and leaders of partnered units (Exceeded Standard)

• as a SFC, excelled as the Battalion Operations Sergeants Major; continuously seeking ways to improve efficiency (Exceeded Standard)