Develops NCOER Bullet Comments

Creates a positive environment, Fosters esprit de corps, Prepares Self, Develops others, Stewards the profession.

develops

o awarded the MOVSM for over 500 hours of community service with SAMC; servant leader

o helped an NCO from another unit study for the promotion board leading to the NCO obtaining his promotable status

o shared her knowledge and insight; directly contributed to preparing soldiers for future assignments

o assisted in the development of the platoon mock board SOP; resulted in two NCOs earning the rank of SSG

o enhanced the platoon's lethality by developing a deliberate M4 PMI program; resulted in 22 soldiers qualifying expert

o integrated crew drills and weapon system familiarization into PT plan; resulted in the fittest, most lethal squad in the platoon

o provided subordinates with positive feedback and appreciation; gave Soldiers the confidence needed to take on more responsibility

o mentored two Soldiers on BN movement operations; ensured mobility section excelled in Load Planning and Shipper's Declaration for Dangerous Goods

o assisted soldiers of the unit in professional development, preparation of resumes, and review of academic papers for civilian education

o sacrificed off-duty time to motivate his team and other team members to conduct PRT, resulting in all team members passing the APFT

o trained two new unit admins and created several training products to enhance unit admin effectiveness

o mentored M-Days in section resulting in a section of confident, knowledgeable and effective staff

o re-constructed the battalion ICI process generating an increase of readiness tracking of supported units

o redesigned and developed a cohesive working enlisted branch through a turbulent organizational instability of personnel moves

o took an equal amount of time each day to properly teach and mentor junior Soldiers and encourage their own self development

o coordinated with S3, developing STEP counseling forms for tracking PME backlog and promotions

o displayed a strong commitment and passion for human resources and passed that attitude on to staff and subordinates

o made subordinates research the regulations rather than giving the easy answer to help with their development

o provided invaluable counsel and leadership while elevating the performance of his Soldiers; a truly selfless and engaged leader

o challenged Soldiers and NCOs embrace life long learning; resulted over 85% of Soldiers attending military schools

o organized a structured development program within his section; resulted in two NCOs and one Soldier being promoted

o ensured competitive NCOs and Soldiers were supported in their career progression goals

o trained 3 other company CBRN-E representatives which resulted in the passing of safety inspections

o inspired self-improvement and confidence in subordinates which resulted in her soldiers getting promoted

o used available time effectively to mentor subordinates on mission essential tasks to develop younger, inexperienced Soldiers

o developed Soldier skills through daily, informal MOS training

o developed and implemented the first unit newsletter with individual section participation to increase the flow of information and communication

o devised and produced wallet sized alert roster of the entire unit, easing accountability process and enhancing unit readiness

o motivated and prepared Soldiers for professional military schools which resulted in all of his squad completing WLC with top scores

o trusted junior Soldiers with critical segments of the mission; turned bystanders into invested leaders

o challenged Soldiers with complex tasks; mistakes seen as steps toward success, not failures

o revised METL phases into simple-to-complex order to encourage Soldiers and improve task completion rate

o volunteered to prepare for and participate in the Soldier of the month board; produced effective leaders

o proactive; constantly guided his subordinates towards team accomplishment on time and with great accuracy for the CMT/CST

o mentored new Soldiers until they established themselves in the work center; facilitated shop harmony and efficiency

o invested time and effort to establish relationships with Soldiers; established or followed-up on career and personal goals; dramatic improvement in morale

o committed to teaching Soldiers common tasks and team building skills; extra effort resulted in a 93 percent graduation rate over three cycles, the highest in the company

o coached new planner in completing his duties; identified routine obstacles and work-arounds; guaranteed operational success for entire team

o researched, developed and implemented various training exercises to improve overall training effectiveness

o groomed team for success; consistently counseled and spot corrected soldiers on deficiencies and trends in order to direct them in the right path

o involved with Soldiers; worked long hours ensuring newly assigned Soldiers were properly trained and understood the company mission

o made effort to welcome new arrivals and integrate them into daily operations; key factor in section's readiness

o motivated Soldiers to excel during company APFT with an average score over 290; fostered teamwork and esprit de corp within his team

o established a Fusion Sergeant's Time Training for soldiers of all ranks; honed technical skills and developed and improved weak analytical skills on his team

o involved in the career decisions of Soldiers, gave them the knowledge necessary to make informed, intelligent choices

o relentlessly pursued professional and personal development diligently working on a BS while maintaining a GPA of 3.83

o demonstrated respect and value for individual differences and diversity by standing up for younger Soldiers within the Brigade

o sought ways to improve himself which led to the improvement of subordinates in his section

o united a team of active duty, reserve and National Guard soldiers into one cohesive organization

o fostered an environment of unbiased treatment, cultural awareness and resiliency

o coached soldiers to win both Battalion NCO and Soldier of the Quarter Boards

o motivated his soldiers to perform to the best of their ability as individuals and as a squad

o inspired self-improvement and confidence in subordinates

o demanded the best training environment for soldiers; accepted nothing less than quality results

o established a workplace climate that fostered dignity and respect for all Soldiers

o shared his knowledge and insight; directly contributed to preparing soldiers for future deployments/contigency operations

o trained Soldiers on EO guidelines and reporting procedures; stressed the importance of acceptance and team building

o encouraged Soldiers to continue education, three increased their GT scores above 110; now enrolled in 4 credit hours of college

o demonstrated care for soldiers by inspiring and developing performance through counseling

o prepared subordinates for advancement; regular counseling ensured all growth opportunities were exploited

o committed to seeing his section succeed in all missions by providing purpose, direction, and motivation to Soldiers

o rehabilitated problem Soldiers; renewed motivation and workplace morale

o cross-trained idle 92W Soldiers on fuel operations; expanded service to round-the-clock ability to provide fuel for the 308th BSB, I CORPS and Camp Basrah, Iraq

o used available time effectively to mentor subordinates on mission essential tasks to develop younger, inexperienced Soldiers

o shared knowledge and experience; key to her section's 100% operational readiness

o fostered a professional climate in the mortar section and showed genuine concern for the personal and professional well being of his Soldiers

o trained and mentored Soldiers on the M240 Abrams GST tasks with every Soldier receiving 100% first time GO; excellent hands-on trainer

o seamlessly integrated new Soldiers from several units into a capable and productive team

o developed Soldier skills through daily, informal contact and counseling

o enforced strict adherence to SHARP program policies within his squad and always maintained 100% trained for each quarter

o held all Soldiers equally accountable for their actions and standards


o developed junior NCOs by assigning them additional areas of responsibility

o delegated effectively and empowered subordinates; produced highly efficient and confident Soldiers

o inspired espirit de corps and the desire to succeed

o recognized and rewarded superior performance; used counseling statements to provide Soldiers with positive reinforcement and constructive criticism

o ensured his Soldiers understood the importance of accounting for their personal and assigned equipment; resulted in zero losses during this rating period

o promoted a professional and safe work environment that adhered to Sexual Assault Prevention and Response guidelines

o challenged Soldiers with increasing responsibilities and coached them to success

o cross-trained personnel on critical tasks; was a combat multiplier; soldiers could immediately step up to a task

o supported the Army's SHARP program by fostering an environment free of harassment through training and by his own example

o managed a positive work environment that is conducive to learning and professional growth

o mentored and trained unit and BN supply sergeants during CSDP visits, sharing his knowledge and experience resulting in improved logistics across the BDE

o developed strategic doctrinal training that will lead the NCO Corps into the next century

o coached, mentored, and trained over 100 Soldiers and NCOs during four different Warrior Training Task iterations; increased Soldier readiness and proficiency

o enforced compliance with shop safety regulations and SOPs that resulted in zero injuries of assigned personnel


Needs Improvement/ Did Not Meet Standard

o was often unaware of the whereabouts of Soldiers

o failed to establish procedures for securing and accounting for ammunition

o often complained about leadership to subordinates, creating conflict with senior leaders

o treated subordinates more as peers which fostered an unprofessional atmosphere at times

o prevented advancement by only allowing senior Soldiers to perform difficult PMIS and punishing failed attempts by junior personnel


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