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LEADERSHIP NCOER Bullet Examples
Delegating work works, provided the one delegating works, too.
—Robert Half
o constantly reminded Soldiers of the severity of the SHARP and EO programs; encouraged every Soldier to always intercede in a potential SHARP incident
o motivated one Soldier and one NCO to attend WLC/ALC respectively, prepared NCOES packets; resulting in Soldier making the Commadant's list and NCO graduating
o successfully assumed the duties of the BN Operations Sergeant Major in his absense resulting in a seamless flow of information throughout the BN
o performed extremely well in an ever changing and highly stressful environment; completed all tasks regardless of the situation
o established a workplace and overall command climate that fostered dignity and respect for all members of the group
o platoon processed all company air assault packets; resulted in company achieving 80% qualified rate and earning black streamer, the only company with that distinction
o mentored the NCO that won state and regional NCO of the year and competed in National Best Warrior Competition
o promoted the tenets of Sexual/Harassment Assault response program ensuring application of those skills are embedded in everyday awareness in the workplace
o virtuous NCO who sets high expectations for herself, subordinates, and her peers
o served as detachment NCOIC, a SFC position, for two weeks with zero interruption in mission
o planned and allocated over 1,000,000 rounds and 100 ranges for the Battalion, resulted in the Battalion achieving its training goals
o led two 12 week financial training sessions which helped over 17 families become more financially secured; mentored others to lead future financial training sessions
o always placed mission accomplishment and welfare of his Soldiers above his own desire for comfort or safety
o consistently demonstrates initiative in conduction unit/section tasks
o trained 144 personnel in Land Navigation for the Expert Field Medical Badge qualification testing improving the success rate by 25 percent
o established and grew an atmosphere of pride and professionalism; resulted in a seamless change of command inventory
o received accolades from the Commanding General of Fort Irwin NTC for designing, constructing and maintaining the first Mission Command C2 Center in NTC Headquarters
o mission accomplishment, care of soldiers and leading by example are his priorities
o takes initiatives in duties, regular and appointed
o repeatedly demonstrated exceptional leadership and initiative
o planned and executed 13 night combat patrols in Maruf District, Kandahar Province bringing much needed security and stability to the region
o mentored four Afghan National Police EOD in IED detection and disposal techniques and procedures which increased their ability to dispose of IEDs by 40%
o led a combined effort with UAESOC to conduct over 16 combat reconnaissance patrols which improved area security and coalition partner relations
o successfully guided the platoon through the transition from squad gunnery to platoon mounted gunnery to a company CTE with only three days transition between each event
o influential leader whose speedy mental agility allowed him the ability to boost morale and continuously accomplish the mission
o his mission first leadership style resulted in building a 100,000 gallon Water Supply Point increasing the Squadron's 5,000 gallon water allowance to an unlimited supply
o coached and motivated one NCO to win the NCO of the Quarter, and three soldiers to attend the Promotion Boards, receiving a scores of 147 and above
o never let any mission fail; always put the responsibility on his shoulders to complete all his Section tasks regardless of challenge or difficulty
o a First Sergeant who leads from the front; provided a great example of leadership to the junior Soldiers and NCO's in the company
o cared about the welfare of his Soldiers; traveled around the battle space and ensured his CA Teams were being taken care of by their host units
o held nightly drills in the TOC in preparation of any significant activity inside or outside the FOB
o takes initiatives in duties, regular and appointed
o researched, developed and implemented various training exercises to improve overall training effectiveness
o a prompt and diligent administrator...
o repeatedly demonstrated exceptional leadership and initiative
o tactful leader and motivator with a capacity to successfully overcome challenges
o selected to serve as CSM for over 600 soldiers during NTC rotation 05-06
o motivated three soldiers to achieve Soldier of the Quarter
o best Fire Direction Center section in the battery during platoon ARTEPs
o squad received 100% rating in last battalion ARTEP
o coordinated over $3 million of transportation costs to move 2nd BDE TF successfully to JRTC
o oversaw weaponry training program which resulted in a 30% increase in overall unit marksmanship
o driving force in battalion attaining a 60% pass on EIB, the highest in all Afghanistan
o supervised 88 enlisted personnel at four remote clinics located up to 75 miles away from main hospital
o squad consistently won gunner/squad competition within platoon
o set stringent but achievable standards for his soldiers
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 set leadership standard for peers; selected as platoon sergeant
o provides one on one training to soldiers exhibiting difficulty learning
o earned the Army Commendation Medal for his Soldier Handbook
o performed duties as acting First Sergeant flawlessly
o out front leader; puts forth the effort to ensure mission accomplishment
o earned the respect and admiration of his entire platoon and peers
o selected to serve as unit 1SG during highly successful NTC rotation; received commendable comments from O/C's
o coached and motivated 4 soldier to win Soldier/NCO boards and 1 PLDC Honor Graduate
o conducted professional development for 19 NCOs
o takes charge; a real no-nonsense leader
o always contributes 110 percent to team effort
o achieved 100 percent enrollment in continued education courses within his section
o an exceptional leader, manager and organizer
o provides outstanding results in stressful leadership situations
o rewrote and published a 600 page TACSOP during four month TDY
o coached the maintenance section to a first place finish during a Brigade Quarterly Maintenance Inspection
o Dining Facility received a 1st Place rating from the Health Promotion Council; first in four years!
o barracks selected as the post representative in the TRADOC Community of Excellence Competition
o in the absence of an officer, assumed command of the detachment on two separate missions at JRTC
o coached battalion biathlon team which won division
o developed and executed the Division EIB testing
o coached green National Guard unit to max First Army training evaluation
o responsible for the first ever combined special forces US-Korea training exercise
o mission accomplishment, care of soldiers and leading by example are his priorities
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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