- Constantly emphasizes the importance of the SHARP and EO programs, promoting a culture of intervention in potential incidents.
- Motivated a Soldier and NCO to attend WLC/ALC respectively, resulting in the Soldier making the Commandant’s list and the NCO graduating.
- Successfully assumed the duties of the BN Operations Sergeant Major in their absence, ensuring smooth information flow throughout the BN.
- Performs exceptionally well in ever-changing and highly stressful environments, completing all tasks regardless of the situation.
- Establishes a workplace and command climate that fosters dignity and respect for all members of the group.
- Led the platoon in processing company air assault packets, resulting in the company achieving an 80% qualified rate and earning a black streamer, the only company with that distinction.
- Mentored an NCO who won state and regional NCO of the year and competed in the National Best Warrior Competition.
- Promotes the tenets of the Sexual/Harassment Assault response program, embedding those skills in everyday awareness in the workplace.
- Sets high expectations for themselves, subordinates, and peers, displaying virtuous behavior.
- Served as detachment NCOIC for two weeks without any interruption in mission.
- Planned and allocated over 1,000,000 rounds and 100 ranges for the Battalion, resulting in the Battalion achieving its training goals.
- Led two 12-week financial training sessions, helping over 17 families become financially secure, and mentored others to lead future sessions.
- Always prioritizes mission accomplishment and the welfare of their Soldiers over personal comfort or safety.
- Consistently demonstrates initiative in conducting unit/section tasks.
- Trained 144 personnel in Land Navigation, improving the success rate by 25% for the Expert Field Medical Badge qualification testing.
- Established and cultivated an atmosphere of pride and professionalism, facilitating a seamless change of command inventory.
- Received accolades from the Commanding General of Fort Irwin NTC for designing, constructing, and maintaining the first Mission Command C2 Center in NTC Headquarters.
- Mission accomplishment, care of soldiers, and leading by example are their top priorities.
- Takes initiative in regular and appointed duties.
- Planned and executed 13 night combat patrols, bringing security and stability to the Maruf District in Kandahar Province.
- Mentored four Afghan National Police EOD in IED detection and disposal techniques, increasing their ability by 40%.
- Led combined efforts with UAESOC to conduct over 16 combat reconnaissance patrols, improving area security and coalition partner relations.
- Successfully guided the platoon through transitions in gunnery training, maintaining a high level of readiness.
- Influential leader with speedy mental agility, boosting morale and consistently accomplishing the mission.
- Constructed a 100,000-gallon Water Supply Point, increasing the Squadron’s water allowance from 5,000 gallons to unlimited supply.
- Coached and motivated individuals to win awards and attend promotion boards, achieving high scores.
- Takes personal responsibility for ensuring the completion of all section tasks, regardless of challenges or difficulty.
- Leads from the front as a First Sergeant, setting a great example of leadership for junior Soldiers and NCOs.
- Cares about the welfare of their Soldiers, ensuring CA Teams are well taken care of.
- Conducts nightly drills in the TOC, preparing for significant activities inside or outside the FOB.
- Takes initiatives in regular and appointed duties.
- Researches, develops, and implements training exercises to improve overall effectiveness.
- A prompt and diligent administrator.
- Tactful leader and motivator, overcoming challenges successfully.
- Selected to serve as CSM for over 600 soldiers during an NTC rotation, demonstrating their capabilities.
- Motivated three soldiers to achieve the Soldier of the Quarter award.
- Led the best Fire Direction Center section in the battery during platoon ARTEPs.
- Achieved a 100% rating for the squad in the last battalion ARTEP.
- Coordinated over $3 million of transportation costs to successfully move 2nd BDE TF to JRTC.
- Oversaw a weaponry training program that resulted in a 30% increase in overall unit marksmanship.
- Played a driving force in the battalion achieving a 60% pass rate on the EIB, the highest in all of Afghanistan.
- Supervised 88 enlisted personnel at four remote clinics, ensuring efficient operations.
- Led the squad to consistently win the gunner/squad competition within the platoon.
- Sets stringent but achievable standards for their soldiers.
- Supervised and instructed three soldiers and twenty Afghan Local Nationals in construction projects.
- Instructed soldiers on the duty of guarding Local Nationals, ensuring Escalation of Force knowledge and fair treatment.
- Gained a working knowledge of the local language to facilitate effective communication between soldiers and Afghan Local Nationals.
- Set the leadership standard for peers and was selected as a platoon sergeant.
- Provides one-on-one training to soldiers who exhibit difficulty in learning.
- Earned the Army Commendation Medal for their Soldier Handbook.
- Performed flawlessly as an acting First Sergeant.
- Leads from the front, putting forth effort to ensure mission accomplishment.
- Earned the respect and admiration of the entire platoon and peers.
- Selected to serve as the unit’s 1SG during a highly successful NTC rotation, receiving commendable comments from O/Cs.
- Coached and motivated four soldiers to win Soldier/NCO boards and one soldier to become a PLDC Honor Graduate.
- Conducted professional development for 19 NCOs.
- Takes charge and is a no-nonsense leader.
- Always contributes 110 percent to the team effort.
- Achieved 100 percent enrollment in continued education courses within their section.
- An exceptional leader, manager, and organizer.
- Provides outstanding results in stressful leadership situations.
- Rewrote and published a 600-page TACSOP during a four-month TDY.
- Coached the maintenance section to a first-place finish during a Brigade Quarterly Maintenance Inspection.
- The Dining Facility received a 1st Place rating from the Health Promotion Council, the first in four years.
- The barracks were selected as the post representative in the TRADOC Community of Excellence Competition.
- Assumed command of the detachment on two separate missions at JRTC in the absence of an officer.
- Coached the battalion biathlon team to a division win.
- Developed and executed the Division EIB testing.
- Coached a green National Guard unit to a maximum First Army training evaluation.
- Responsible for the first-ever combined special forces US-Korea training exercise.
- Mission accomplishment, care of soldiers, and leading by example are their priorities.
Needs Improvement
- Constantly needs to be monitored to ensure deadlines are being met.
- Tends to pass off responsibility for negative observations onto junior subordinates.
- Exhibited poor judgment during off-duty hours, cited for driving a motor vehicle while intoxicated.
- Demonstrated a strong inability to lead and showed no focus on future goals.
- Failed to set the example by driving with a junior soldier in a POV after driving privileges were revoked.
- Displayed poor leadership by failing to execute a movement timeline, resulting in a delayed unit transition.
- Questionable leadership ability, failed to set the example for peers and subordinates through unlawful use of alcohol in a deployed environment.
- Occasionally failed to prevent off-duty conduct from interfering with daily personal accountability, resulting in counseling and professional development involvement.
- Questionable leadership ability, failed to set the example for junior NCOs and soldiers.
- Relieved for misconduct, conduct inconsistent with Army Values.
- Left the squad unsupervised during Annual Training to operate the masonry saw station, a task typically assigned to a subordinate.
- Soldier’s flaccid leadership style degraded squad morale by failing to provide guidance, support, or confidence to subordinates.
- Avoided responsibility whenever possible.
- Demonstrated a lack of leadership skills, lacks confidence, managerial skills, and the ability to make immediate decisions without supervisor’s guidance.
- Displayed a lack of ability to delegate tasks to subordinates.
- Behavior, lack of discipline, and failure to follow orders consistently disrupted daily operations in the EWO section and the Tactical Operations Center (TOC).
- Performance fluctuated based on emotional outbursts, fostered a toxic environment in her section.
- Aggressively attacked missions that seemed important to her.
- Does not use free time to improve knowledge of MOS to become a more efficient and better leader.
- Personal demeanor needs improvement to reflect favorably on the Military Police and NCO Corps.
- Betrays the trust and loyalty of peers and subordinates alike.
- Fails to take responsibility for the actions of soldiers under his charge.
- Places personal welfare before that of subordinates.
- Fails to live up to the Army values and places no moral emphasis on the Warrior ethos.
- Lacks the moral conscience of an Army leader.
- Apprehensive in the face of moral adversity.
- Positive and effective leader but needs more confidence in making immediate decisions without supervisor’s guidance.
- Received verbal and written counseling to finish pre-mob training.
- Needs to respect and follow lawful orders from all superiors in the chain of command regardless of personal thoughts regarding the order.
- Received verbal and written counseling for insubordination and unprofessional behavior.
- Lacks enthusiasm for teaching subordinates.
- Sometimes does not understand the importance of their position, leadership and managerial skills need improvement to qualify for the next rank.
- Sets low expectations and fails to achieve them.
- Fails to follow up on delegated tasks.
- Always seeks the advice of subordinates rather than issuing directives when given a task.
- Failed to mentor subordinate junior leaders with effective and timely counseling.
- Exhibited strong ability to lead soldiers but often lacked the communication skills and tact required of an effective and credible NCO.
- Positive and effective leader but may need more experience before…
- Exhibits strong ability to lead, should now focus on staff skills and communication.
- Sometimes unaware of the operational picture and often leaves subordinates unsupervised.
- Needs to realize the importance of tact when questioning orders and its effect on the platoon.
- Leadership and managerial skills need improvement to qualify for the next rank.
- Poor rapport with subordinates, ineffectual in supervision or delegation of responsibilities.
- Ineffective and provides no useful guidance.
- Failed to maintain standards and allowed the work center rating to decrease from Excellent to Satisfactory.
- Perception of favoritism affected morale and discipline within the section.
- Lacks initiative and managerial skills.
- Lacks enthusiasm in duties and has no pride in performance.
- Failed to develop subordinates, did not perform mandatory NCO-ER performance counseling.
- Failed to consistently inspect soldiers and their equipment, decreased unit readiness.
- Mediocre staff skills contributed to mediocre results during inspection.
- Fails to understand the importance of the position, avoids responsibility when possible.
- Avoids responsibility and is a negative influence on the section.
- Occasional challenges of authority affect leadership ability with soldiers.
- Demonstrates outstanding leadership and management skills but should work on staff skills.