NCOER Bullet Comment Examples

Don't tell people how to do things, tell them what to do and let them surprise you with their results.
George S. Patton

o places soldiers' needs above his own. He has worked in his off time to help soldiers with personal and work related problems.

o instilled discipline in his unit; led the battalion with the least amount of indiscipline incidents during rating period

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

o dedicated to the betterment of peers and subordinates, a selfless leader

o supervised and instructed three Soldiers and twenty Afghan Local Nationals contracted to perform construction projects

o established and grew an atmosphere of pride and professionalism...

o supervised installation's newspaper production resulting in 3 DA and WESTCOM awards for excellence

o in 12 months, five of his recruiters earned the Recruiter Ring, the command's highest award

o directed the efforts on HHC, Group, in becoming the WESTCOM Unit Maintenance Excellence Award Winner

o developed fire mission scheduling system that reduced fire support response time by 20 minutes

o was recognized as having the best squad at JRTC

o directly responsible for A Co taking "Top Gun" in Division on TT VIII

o instructed Soldiers to perform duty of guarding Local Nationals, ensuring thorough knowledge of Escalation of Force while providing considerate and fair treatment

o his platoon survival rate for NTC battles was 93%, highest in the OPFOR Regiment

o personal involvement with reenlistment efforts contributed to the highest QPA in Brigade

o major factor behind reenlistment program being best in size category for 5th Sig Comd

o coached Service Rifle Team in the winning of the Interservice Championships

o awarded the Eighth US Army Distinguished Leadership Award by the CINC/USFK/CFC/EUSA

o inspired soldier in her platoon to achieve Soldier of the Year honors

o platoon awarded Battalion CTT Award for Excellence; highest pass rate in 17 years

o battalion awarded Commanding General's award for reenlistment

o executed first ever FTX for MACOM HHC

o prepared seven personnel for PLDC resulting in 2 Honor Graduates and 2 on the Commandant's List

o improved unit morale by planning and leading trips for entire unit and family members

o squad ranked 1st of 16 during Battalion Home Station Gunnery evaluation (Battle Drills)

o his platoon rifle marksmanship program resulted in 18 experts out of 24 personnel

o inspired staff to win Best Ward Appearance Award out of 60 stateside wards

o personally developed and administered dental tracking program that raised dental readiness to 98%

o produced the first military music ensemble performance at the Eastman School of Music

o gained working knowledge of local language in order to facilitate effective communication between Soldiers and Afghan Local Nationals

o his platoon earned the Distinguished Marching Unit designation for excellence in drill and ceremonies

o developed outstanding command retention program for FY02, cited best in the MACOM

o leadership was paramount in platoon winning US Army Air Traffic Control Platoon of the Year

o 95% of the battalion's CMF11 soldiers earned EIB, a tremendous logistics effort!

o won MACOM retention excellence award for 11th ID

o his leadership was main factor in the company obtaining brigade-high 90% 11 series SQT average

o planned and executed 3 fund raisers earning over for soldiers care projects

o his newspaper rated as MACOM best in Keith L. Ware competition

o led soldiers to attain the highest APFT average in Battalion

Needs Improvement

o always sought the advice of his subordinates rather than issuing directives when given a task

o failed to mentor his subordinate junior leaders with effective and timely counseling

o exhibited strong ability to lead Soldiers, but often lacked the communication skills and tact required of an effective and credible NCO

o is a positive and effective leader but may need more experience before...

o exhibits strong ability to lead, should now focus on staff skills and communication

o is sometimes unaware of operational picture and often leaves subordinates unsupervised

o needs to realize importance of tact when questioning orders and effect on platoon

o leadership and managerial skills need improvement to qualify for next rank

o had poor rapport with his subordinates and was ineffectual in supervision or delegation of responsibilities

o lagged behind contemporaries in...

o was ineffective and provided no useful guidance

o failed to maintain standards and allowed his workcenter rating to decrease from Excellent to Satisfactory

o perception of favoritism affected morale and discipline within the section

o lacks initiative and managerial skills

o lacks enthusiasm in his duties and has no pride in his performance

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

o failed to consistently inspect soldiers and their equipment, decreased unit readiness

o mediocre staff skills contributed to mediocre results during inspection

o fails to understand the importance of his position, avoids responsibility when possible

o avoids responsibility and is a negative influence on his section

o occasional challenge of authority affects his leadership ability with Soldiers

o demonstrates outstanding leadership and management skills but should work on staff skills

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