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.

 

[toggle title="Bullets: Click Here to Open/Close" state="opened"]• 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[/toggle]

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.

 

[toggle title="Bullets: Click Here to Open/Close"]• 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[/toggle]

[toggle title="Bullets: Click Here to Open/Close"]• 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[/toggle]

[toggle title="Bullets: Click Here to Open/Close"]• 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[/toggle]

[toggle title="Bullets: Click Here to Open/Close"]• 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[/toggle]

[toggle title="Bullets: Click Here to Open/Close"]• 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[/toggle]

[toggle title="Bullets: Click Here to Open/Close"]• 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)[/toggle]