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LEADERSHIP NCOER Bullet Examples
There is no such thing as a perfect leader either in the past or present, in China or elsewhere. If there is one, he is only pretending, like a pig inserting scallions into its nose in an effort to look like an elephant.
—Liu Shao-ch'i
o selected to be the NCOIC for Reunion Week and Gold Star Ceremonies; coined and recognized by the GSB Command Sergeant Major for flawless effort
o inspired two Soldiers to seek self improvement through Basic Education Skills Program; raised the Soldiers GT xx points
o motivated and prepared Soldiers for professional military schools, which resulted in 100% of his squad completing WLC with highly competitive scores
o proactive and versatile problem solver; constantly guided his subordinates towards team mission accomplishment on time and with great accuracy for the CMT/CST
o mentored 6 newly appointed subordinate Units' Land and Ammo NCO's resulting in their battalions' and squadron's achieving 98% training and certifications in 5 months
o promoted a professional and safe work environment, through his example, that adhered to Sexual Assault Prevention and Response guidelines
o continuously motivated and inspired Soldiers to exceed the standard, pushing the platoons to win six company streamers, as well as winning Honor Platoon
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 AS PUBLIC AFFAIRS ASSISTANT PROVIDED MORE THAN 3,000 PHOTOS INSPIRING A SENSE OF COHESION ACROSS BRIGADE UNITS THROUGH IMPARTIAL COVERAGE AND PUBLICATION OF INDIVIDUAL UNIT TRAINING EVENTS.
o unprecedented problem solver, great planner and smart organizer; selected over four of his more senior peers twice to perform duties as First Sergeant for 115 days
o hand-picked by the Commander to serve as the Company SHARP Representative over eight Sergeants First Class
o assumed role as SPO NCOIC in his absence; achieved excellent results while ensuring no mission was failed
o sought out by other senior NCOs and superiors often for advice and guidance
o mission success was the only outcome NCO ever entertained or accepted
o exhibited qualities inherent to becoming a phenomenal senior NCO
o conducted remedial training for all PT failures
o managed and supervised the Point of Care Testing Glucometer for 4 departments ensuring training, quality control, correlation and linearity studies were met
o attention to detail and motivation lead to outstanding results in Mission Accomplishment and Platoon Morale
o an exceptional problem solver, great planner and smart organizer
o extremely loyal to Unit, Mission and Soldiers
o never afraid to confront sensitive issues
o motivates and challenges subordinates
o truly dedicated and professional leader
o studies logistical literature to remain current on logistics concepts
o aggressively promotes a mentorship program for the enlisted in his section
o has the ability to inspire soldiers to perform beyond their expectations
o always displays a strong concern for soldiers, keeps sergeants up to date and officers informed
o focused section training on retaining logistical lessons learned from deployment; hurricane and disaster preparation training
o encouraged numerous soldiers to complete their required NCOES courses
o made sound decisions and possessed the courage to take responsibility for his actions
o an excellent manager of personnel and resources
o nominated for the SGM Larry Strickland Educational Leadership Award (SELA)
o arduous pursuit of excellence resulted in 100% qualification of entire squad on all assigned weapons
o a take charge Soldier in civilian life by working with underprivileged young men with the BSA Scouting program
o was handpicked over six of his peers to fill the position of Section Sergeant which is usually held by a staff sergeant due to his leadership abilities
o showed genuine concern for his Soldiers by being personally involved in their progression in the military as well as their personal lives
o placed the mission, the needs of his Soldiers, and the unit as priority before his own
o took on additional responsibilities in the operations cell during the Annual Training CPX, which is a role normally held by a senior NCO
o displays impartial punishment and reward; holds all Soldiers equally accountable for their actions and standards.
o demonstrated the knowledge and expertise to be assigned as a Network Operations NCO, a position typically slotted for a Staff Sergeant
o consistently enrolled in Army Correspondence, MOS, and military courses to seek self improvement
o proudly assumed the position as squad leader and with his experience and leadership abilities has gained the respect from the Soldiers
o developed young platoon leader while deployed during OIF 09-10 through coaching and mentoring which allowed the platoon leader to confidently lead missions
o inspired three subordinate Soldiers to seek self improvement through college and correspondance courses, resulting in 100 percent enrollment
o provided exceptional leadership in combat by taking charge and always being on top of mission situations and requirements
o inspired espirit de corps and the desire to succeed
o maintained mission-focus with the utmost professionalism, in a joint-service environment, while setting an impeccable example for military and civilian peers
o always took initiative to ensure all mission requirements were achieved
o as a result of his dedication and strong desire to win he has been selected to participate in the TAG challenge
o assumed duties as the Battlion Movement Control NCO ensuring 100% of the equipment was shipped out in a timely manner in support of Operation Iraqi Freedom.
o effectively commands a detachment in a position above his rank that reports directly to the Battalion Commander
o demonstrated outstanding leadership skills as team chief; increased productivity by 40%
o developed creative management initiatives
o leads by example, led team into Iraq to recover a downed Air Force pilot during Desert Storm
o received the Eastern Sector Best MEPS award
o catalyst during the FY05 Command Inspection, 7 areas were rated as outstanding
o counseled 21 students through rating period, 100% graduated, 3 honored
o a true mission oriented leader
o performed leadership duties in a decisive and positive manner with exceptional results
o actively leads AIT soldiers physical development and trains to excel in common Task Skills
o demanded the best training environment for soldiers; accepted nothing less than quality results
o led PT failures to 90 percent first time go on APFT
o ensured 100% of assigned personnel qualified on individual/crew served weapons with over 50% firing expert
o chosen as switching supervisor over numerous qualified SFCs
o made Commandant's List while attending Basic Noncommissioned Officers Course
o accomplished the harder right instead of the easier wrong
o always places mission first
o trained and deployed half the team as a separate unit and then quickly integrated with other unit members; a true team player
o led platoon to Distinguished Marksmanship Platoon honors during annual battalion shooting competition
o platoon recognized by BN Cdr for excellent training presented to AIT students
o motivated squad to place first in the 9 mile road march during company level squad competition
o led company to current first place standing in Post Commanders Cup intramural sports competition
o planned and conducted a two day AER Run-a-Thon collecting over $999 in donations
o inspired NCOs to excellence; 26 soldiers received the CINC EUSA Distinguished Leadership Award
o won Commanding General's Best Mess Award for second quarter FY06
o took an inherited unsatisfactory section to a commendable rating at JRTC
o led platoon to achieve a 100% first time go on M16 qualification
o committed to providing the best quality of life and training for soldiers
o consistently leads from the front in training
o led platoon to highest APFT average in Battalion
o leads by example; doesn't misuse authority
o selected by commander to perform high profile and difficult missions
o selected for 1SG position over other SFC(P)
o outstanding motivator of soldiers; gets superior results
o displays a genuine concern for soldiers
o motivated his soldiers to perform to the best of their ability as individuals and as a squad
o demonstrated sincere care for soldiers by inspiring and developing performance through counseling
o squad was selected #1 of six squads to represent unit in the Infantry Skills Competition
o coordinated and developed a $110K renovation project to support a major dining facility upgrade
o his efforts helped to produce the winner of the Regimental Gavin Squad competition
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 does not use his free time to improve his knowledge of his MOS to become a more efficent and better leader
See FM 6-22 Army Leadership Appendix A for more Leadership bullet comments
Needs Improvement
o constantly needs to be monitored to ensure deadlines are being met
o tends to pass off responsibility of negative observations onto junior subordinates
o exercised poor judgment during off-duty hours; cited for driving a motor vehicle while intoxicated
o exhibited strong inability to lead; showed no focus on future goals
o failed to set the example, driving with junior Soldier in POV after driving privileges were revoked
o demonstrated poor leadership by failing to execute movement timeline which delayed unit transition
o displayed questionable leadership ability; failed to set the example for peers and subordinates through unlawful use of alcohol in a deployed environment
o occasionally failed to prevent off duty conduct from interfering with daily personal accountability; resulted in counseling and professional development involvement
o questionable leadership ability; failed to set the example for junior NCOs and Soldiers
o relieved for misconduct, conduct inconsistent with Army Values
o left his squad unsupervised during Annual Training to operate the masonry saw station; a task typically assigned to a subordinate
o Soldier's flaccid leadership style degraded squad moral by failing to provide guidance, support or confidence to his subordinates
o avoided responsibility whenever possible
o demonstrated a lack of leadership skill; lacks the confidence, managerial skills, and ability to make immediate decisions without supervisor's guidance
o displayed a lack of ability to delegate tasks to subordinates
o her behavior, lack of discipline and failure to follow orders consistently disrupted daily operations in the EWO section and the Tactical Operation Center (TOC)
o performance fluctuated based on emotional outbursts; fostered a toxic environment in her section
o aggressively attacked the missions that seemed important to her
o does not use his free time to improve his knowledge of his MOS to become a more efficent and better leader
o his personal demeanor needs to improve to reflect favorably on the Military Police and NCO Corps
o betrays the trust and loyalty of peers and subordinates alike
o fails to take responsibility for the actions of soldiers under his charge
o places his own personal welfare before that of his subordinates
o fails to live up to the Army values and places no moral emphasis on the Warriors ethos
o lacks the moral conscience of an Army leader
o apprehensive in the face of moral adversity
o is a positive and effective leader but needs more confidence with making immediate decisions without supervisors guidance
o received verbal and written counseling to finish pre-mob training
o needs to respect and follow lawful orders from all superiors in the chain of command regardless of personal thoughts regarding the order
o received verbal and written counseling for insubordination and unprofessional behavior
o lacks enthusiasm for teaching subordinates
o sometimes does not understand the importance of his position; leadership and managerial skills need improvement to qualify for next rank
o sets low expectations and fails to achieve them
o fails to follow up on delegated tasks
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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