Back to NCOER Bullets
See also: Leadership Bullets
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Leads NCOER Bullets
Leads others, Builds trust, Extends influence, Leads by example, Communication
o selected over 3 other SSGs and 1 SFC to serve as acting Platoon Sergeant; ensured continuity of daily missions and responsibilities
o used personal time to help 2 Soldiers with financial hardships; contacted family services and outreach programs to help those Soldiers with family emergencies
o delegated effectively and empowered subordinates; produced most effective IPPS-A team in USARC with a 94% training completion for the division
o developed 6 classes using verbal, visual, and hands on training methods; effectively communicated with all learning types
o identified the OPFOR reconnaissance element at NCT rotation 20-02; destroyed six BRDMs with indirect fires from his section
o prepared a Trooper to attend SOM Board and Promotion Board; Soldier won SOM, and was recommended for promotion
o used personal time to help two Soldiers with financial hardships; created a budget that greatly reduced their debt
o instilled a team mentality within his squad of 10 Soldiers
o assigned challenging tasks to all Soldiers; provided opportunities for Soldiers to grow professionally
o recognized achievements of Section members; paid big dividends in self-confidence and loyalty
o communicated effectively with soldiers; kept all section members informed, reinforced readiness
o empowered subordinates; allowed them to take on greater responsibilities, increasing task understanding and proficiency
o instructed medics on how to conduct medical treatment in tactical situations; multiplied shop effectiveness
o cross-trained three Bradley mechanics on diagnostic procedures for the M113A3 OSV/MBT, M1097, and M88A2; expanded capabilities
o multitasked and controlled positions far exceeding his own during analytical AT operations with BN
o maintained contact with all detachment Soldiers; always aware of detachment readiness and individual Soldier needs
o maintained continuous situational awareness; chosen to brief the Commander whenever an accurate and current operational picture was needed
o mentored two team leaders on how to effectively lead and train Soldiers in classroom and operational environments
o mature manager; corrected long-standing discipline problems; reassigned two Soldiers; restored section morale and productivity
o raised an inherited unsatisfactory supply section to a commendable rating within a month for the BN CIP
o delegated effectively and empowered subordinates; produced most effective and mature technicians in the bn
o enforced standards; ensured all Soldiers met training requirements, improved Section cohesiveness
o focused on mission accomplishment; holds subordinate leaders accountable for substandard performance
o displayed self-control and maintained composure when the situation became difficult and persevered with confidence
o managed numerous tasks at once and consistently followed up on all; recognized as the best logistician competitor
o spearheaded a new Garrison recycling program resulting in over 633 tons of recycled material and a 396% improvement
o worked with DPW establishing a future plan for the 15 barracks buildings to allow the installation to improve customer service
o oversaw the improvement of LRC and Obstacle Course resulting in the immediate throughput of over 100 personnel
o tackled all issues head on; made orderly, incremental progress until problem was resolved
o created and structured the Special Operations Recruiting Detachment for 19th SFG(A)
o sought to provide insight and recommendations to USSASOC for national SF recruiting strategy
o instructed the platoon in how to tactfully and effectively move through an urban area as a squad size element during Soldiers' Common Task Training
o inspired leadership in others; encouraged subordinates to take initiative while he continued to provide guidance as needed
o empowered Soldiers by delegating critical tasks and trusting them with the results
o guided and developed his team on a daily basis; achieved best repair rate in SWA
o risked personal injury to save M1038 during a fuel-fed fire; prevented $3M loss of assets/readiness
o met challenges head on; displayed courage, conviction and professionalism daily
o involved with Soldiers; worked long hours ensuring newly assigned Soldiers were properly trained and understood the company mission
o led a combined effort with UAESOC to conduct 16 combat reconnaissance patrols which improved area security and coalition partner relations
o guided the platoon through the transition from squad gunnery to platoon mounted gunnery to a company CTE with only three days between each event
o identified motivation problems; corrected, produced incalculable savings in manpower and budget
o stressed basic concepts of attention to detail during training, emphasized personal responsibility and teamwork
o fostered a climate of dignity and respect and adhered to the SHARP program
o coached green National Guard unit to max First Army training evaluation
o displayed self-control and maintained composure when the situation became difficult
o established a workplace and overall command climate that fostered dignity and respect for all members of the group
o imparted invaluable guidance on the SHARP program to his Soldiers; provided safety measures during weekend safety briefing
o facilitated prevention of sexual harassment; provided training to ensure Soldiers were able to recognize subtle violations
o selected to serve as company First Sergeant on multiple occasions; ensured 100 percent accountability, readiness, and cohesion of 70 Soldiers
o prepared four Soldiers in his platoon for WLC resulting in one earning distinguished honor graduate and three earning commandants list honors
o took charge of his and an Italian engineer platoon, resulting in successful bridge reconnaissance during a airborne mass tactical exercise
o integrated the efforts of Japanese Self Defense Force members with Intel team; doubled our productivity and spiked morale
o supported the Army's SHARP program by fostering an environment free of harassment through training and by his own example
o fostered an environment which promoted accountability of SHARP violators and protection for Soldiers and assault victims
o served as the First Sergeant for two months; seamlessly transitioned into his new role managing 60 Soldiers as they each prepared to PCS or ETS
o kept team focused on goal; avoided interpersonal conflicts and delays, increased involvement and progress toward readiness
o actively sought out responsibility and was chosen over his peers to serve as the Detachment SGT for eight weeks while Detachment SGT attended NCOES school
o embodies the the total package as a leader; the best of the best
o lead his squad through the platoon STX training; his leadership impacted his squad by his squad receiving 90% go's during the battalion EIB training course
o selected over seven NCOs, five his senior, to serve as Platoon Sergeant for the Support Operations section
o exemplified the terms initiative, leadership, and devotion to duty by volunteering over 200 hours of mentorship to Soldiers and NCOs
o sought out daily by superiors and subordinates for direction and guidance
o trained briefing teams on mobilization / demobilization briefings and proper usage of presentation equipment and software
o eager to share knowledge and experience; key to her section's 100% operational readiness
o ensured her Soldiers were proficient and trained in AWT, weapons qualification and MOS related skills
o supervised and assisted nine companies with the integration of over 500 pieces of equipment into the RESET program with no deficiencies
o leads by example, he's first on a job site and the last to leave; a good example of what an NCO should be
o influenced and mentored his two soldiers to complete Warrior leader Course and one made the commandant list
o made well informed decisions; provided his Soldiers with an environment conducive to effective training
o puts the Army, the mission and subordinates first before his own personal interests
o willingly sharing his knowledge and insight directly contributed to preparing soldiers for future deployments/contigency operations
o exceeding the Battalion standard, he trained three soldiers to achieve an average score of 279
o supervised and instructed three Soldiers and twenty Afghan Local Nationals contracted to perform construction projects
o instructed Soldiers to perform duty of guarding Local Nationals, ensuring thorough knowledge of Escalation of Force while providing considerate and fair treatment
o gained working knowledge of local language in order to facilitate effective communication between Soldiers and Afghan Local Nationals
o sound management style and procedures inspire peers and subordinates
o sets stringent, yet achievable, performance standards for subordinates.
o a true mission oriented leader
Needs Improvement
o Soldier was AWOL during rating period and missed the opportunity to lead other soldiers, limited soldier's skill progression and unit's operational capabilities
o pointed out leadership faults in front of peers and subordinates resulting in a continued, already toxic work environment
o led only when directed to; needs to take initiative for leading Soldiers he is responsible for
o failed to seek clarifying guidance when faced with a difficult task; unable to communicate his need for assistance during adversity
o pointed out subordinate faults continually resulting in a toxic work environment
o led only when directed to; needed to take initiative for leading Soldiers he is responsible for
o adversely affected the state of readiness by not having personnel and vehicle information ready prior to SP
o incapable of conducting recruiting duties during the majority of the rated period; removed from a position of special trust
o Soldier did not advocate for nor take advantage of any leadership opportunities; actively avoided such challenges
o set one of the worst examples of leadership in the Unit and was generally distrusted by seniors, peers, and subordinates
o negatively affected Unit retention numbers; Soldiers that worked with him often went AWOL or would not reenlist because of his conduct
o NCO was a corrosive leader who undermined Unit discipline, created a toxic work environment, and reduced Unit cohesion and effectiveness
o took advantage of his position as NCOIC to consistently be late for duty
o delegated responsibility for operations to a dishonest NCO who falsified reports to make the detachment appear to accomplish more than they did
o reported false accomplishments to the commander in order to make the det appear to be better than all other detachments
o alienated Soldiers with integrity who pointed out inaccurate reports and claims; discouraged honesty and jeopardized the mission
o forbade communication by subordinates with outside agencies by phone or e-mail
o encouraged Soldiers to take advantage of the government disability program by documenting false or borderline physical ailments
o as Det Chief, forced his captive audience to listen to his personal political views on a daily basis; wasted time and resources and lowered morale and productivity
o set poor example by sexually harrassing visiting female reps from outside agencies
New Leads examples posted daily.
