LEADERSHIP NCOER Bullet 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 instilled a climate of professional and personal growth to his team; resulted in 3 Soldiers trained and prepared for Soldier of the Month boards

o highly knowledgeable and experienced NCO; demonstrated tactical and technical proficiency during strategic level missions

o was lauded by both AT Project OIC and NCOIC as a dedicated leader who was always proficient at finding additional value-adding projects for soldiers

o fostered an environment of fair treatment, awareness and resiliency in the unit by fully supporting and participating in the Army SHARP, EO and MRT programs

o led from the front; scored a 272 on lastest APFT; exceeded battalion standard of 270

o commended by the Battalion CSM for his efforts in the development of the housing plan for Camp America resulting in the increase of Soldier morale and welfare

o flawlessly took over the platoon sergeants position in her absence, providing sound advice and maintaining training duties

o took the position as Vehicle Control NCO in the absence of a OIC, excelling in maintenance issues and accountability of vehicle usage during deployment to GTMO

o remained proactive and versatile; constantly guided her subordinates towards battalion mission accomplishment on time and with great accuracy

o has the uncanny ability to bring a group of individuals together and mold them into a cohesive and motivated team, regardless of the tasks at hand

o while the soldier does need to improve her leadership skills, her long term leadership potential is unlimited

o single-handedly developed the database responsible for organizing all primary next of kin contact information for efficient use by the commander

o supervised monthly vehicle maintenance, operations and record keeping for 55 Soldiers enhancing the unit equipment readiness by 35%

o sacrificed personal time to train Soldiers on critical warrior tasks to support the GWOT; a real team player, made positive contributions to the mission

o is a leader that can be depended upon to get things done even in the absence of orders

o his total committment to his subordinates well being gives his team added confidence that is demonstrated in their performance

o his subordinate's performance level is enhanced by his creative style of leadership. He is truely a leader that knows how to motivate his soldiers

o displayed a calm professional leadership while remaining flexible and mission focused during the rapidly changing requirements of a forward deployed CSSB

o teaches his soldiers to become future leaders; one of his soldiers was selected for a lateral promotion to Corporal

o maintained awareness of his Soldier's mental health and emotional well being, and made it a priority to ensure that his Soldiers were stable and secure

o coached and mentored four Staff Sergeants serving as Medical Platoon Sergeants for nine months in preparation for deployment to OEF

o served as enlisted medical assignment and career advisor for BCT; influenced 25ID and installation G-1 with reard to assignemnet of enlisted medical personnel

o provides career counseling and mentorship to all unit medical personnel; solicited support from unit command to HRC

o reviewed several publications related to enemy TTP's with his team to bolster proficiency and knowledge in preparation for upcoming Afghanistan deployment

o selected over 35 of his peers by the battalion sergeant major to develop and supervise the battalion's retention program

o set the example with integrity and professionalism; always a team player

o outstanding ability to plan and implement relevant medical training on short suspense due to his vast knowledge and insight in duty MOS

o earned the respect of subordinates and peers alike through personal discipline and resolute work ethic

o inspires his subordinates to perform at the highest standard

o phenomenal Leader; completed every mission ahead of time, above standard, and with total success showing potential for grades much higher than SFC

o performed leadership duties in a decisive and positive manner in the absence of the platoon sergeant

o outstanding NCO who proudly represents the Army, fully committed to mission accomplishment

o developed and supervised quality of life improvements at FOB Normandy, Iraq, resulting in better living conditions and higher morale for all Soldiers in the platoon

o served as Project Manager for the USARPAC Contingency Command Post concept development; successfully planned, organized and managed $565K of resources

o served as a Contracting Officer Representative for the Combined Joint Task Force during Cobra Gold 10; executed over $1.7 million in contracts with 100% accuracy

o contracted the first ERC funded asphalt road project in 15 years within Thailand; constructed a 280m asphalt road and two 50' x 40' parking lots valued at $56K

o supported the JTF-HD during Exercise Makani Pahili 09; on short notice designed and installed an electrical system that powered their critical communication nodes

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 $1200 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

o graduated Jumpmaster school, one of the Army's most challenging schools; exited 300 jumpers, improving overall parachuting methods for all Paratroopers

o mentored three subordinates on logistical coordination, administrative tasks, and Soldier career progression; increased overall productivity of the section by 57%


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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