Back to NCOER Bullets
See also: Leadership Bullets
Thanks for your contributions!
We need more examples. Examples can be contributed by using the form below.
Leads NCOER Bullets
Leads others, Builds trust, Extends influence, Leads by example, Communication
o remained focused on section and unit goals to help meet the Commander's intent and successful mission completion
o a simpatico and charismatic leader that relates to Soldiers; they trust him with their personal issues to resolve their problems
o constantly volunteers to drive vehicles to and from training sites; maintained excellent vehicle upkeep and zero road accidents
o coordinated the movement of 22 Soldiers and equipment valued at over $90,000; increased combatant commander's readiness
o taught 50 Soldiers and future leaders lifesaving medical interventions; equipped them to save lives and sustain the mission
o set the standard as an instructor; effectively communicated to students while demonstrating technical proficiency
o promoted team cohesion events and assisted peers with personal life issues; improved section morale and sustained mission readiness
o provided outstanding leadership; her Soldiers recognized five times by the division command team for outstanding performance
o assisted another platoon with setting up and troubleshooting their communications equipment while deployed
o instructed over 100 POI hours; resulting in over 500 12B/C OSUT Soldiers certified on Bailey Bridge, IRB, and DSB
o revised the Battalion schools program single handedly; resulted in a 25% accuracy increase of schools packet submission
o built trust and cohesion by listening to Soldiers and accepting valid solutions; innovation increased readiness by 30%
o translated commander's intent into actionable items; coached division through changing emphasis and met goals weeks ahead of schedule
o delegated effectively and empowered subordinates; produced most confident and capable technicians in the bn
o enforced standards; consistent fair treatment developed a united and motivated team that outperforms all other Sections
o coordinated the movement of 80 Soldiers and equipment valued at over $160M; foresight and preparation made transfer seamless
o lead a rigorous Platoon fitness program: resulted in the Platoon average increasing from 221 to 257 within three months
o communicated effectively with Soldiers; squashed rumors, improved mission knowledge and focused efforts
o provided guidance and motivation for subordinates; delivered opportunities for technical and professional growth
o cross-trained three Bradley mechanics in proper diagnostic procedures of the M113A3 OSV/MBT, M1097, and M88A2
o prepared NCOs and Soldiers for promotion and competitive boards; produced two promotions to Staff Sergeant and two monthly board winners
o provided opportunities for Soldiers to excel; motivated Soldiers to accomplish the most challenging tasks
o revived unit sponsorship program and led sponsors through integration process; improved section morale and readiness
o challenged junior NCOs by assigning them additional areas of responsibility; promoted continuous advancement
o led the operations process for Lawton AFDP; synchronized and executed movement of 300 Soldiers and 30 tactical vehicles
o hand selected by the G3 SGM to assist in the processing and coordination of the installation level Air Assault program
o served as NCOIC of Keiki Wonderland Tree Lighting Ceremony; organized FED Fire and logistics to support the event
o charismatic leader that commanded respect from co-workers and showed his subordinates how an NCO should act
o instructed 159 Soldiers with MRT skills which result in 0% suicides or crisis incidents during this tour
o introduced innovative methods in preparation of CLS recertification course; responsible for successful completion
o empowered Squad and Team Leaders through dedicated mentorship and NCO-focused development
o involved in the career decisions of Soldiers, gave them the knowledge necessary to make informed, intelligent choices
o vigorously attacked all assigned tasks and encouraged his Soldiers to do the same; a model take charge NCO
o recovered a nonparticipating soldier to return to active status at drill and become a valuable team member during NTC rotation
o raised an inherited unsatisfactory supply section to a commendable rating within a month for the BN CIP
o performance-based NCO; Soldiers processed over 34,000 SARSS data entries with 100% accuracy; a true testament of his ability to train and enforce standards
o led by example; taught Soldiers to meet objectives and accomplish critical mission tasks despite absence of supervision
o reduced delinquency rating for his team by 35 percent
o researched, developed and implemented successful OJT program for 30 workcenter personnel
o coached the maintenance section to a first place finish during a Brigade Quarterly Maintenance Inspection
o assumed command of the detachment, in the absence of an officer, on two separate missions at JRTC
o produced two quarterly and four monthly High Mileage Award winners during OIF III
o solid leader, genuinely cares for soldiers; motivated them to accomplish all missions
o recognized by the Battalion Commander for leadership while conducting combat operations against a Division directed target
o fostered high morale and a total winning attitude and spirit
o reminded Soldiers of the seriousness of the SHARP and EO programs; encouraged all Soldiers to intercede in potential SHARP incidents
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 assumed the duties of the BN Operations Sergeant Major in his absense; facilitated 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 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 sets high expectations for herself, subordinates, and peers; influence evident in Section's first place finish
o planned and allocated over 1,000,000 rounds and 100 ranges for the Battalion; Battalion achieved its training goals despite resource constraints
o led two 12 week financial training sessions which helped 17 families become more financially secure; reduced outside assistance by 50%
o placed mission accomplishment and welfare of Soldiers above his own needs; leadership resulted in unprecedented loyalty
o demonstrated initiative in the execution of unit and section tasks; actions inspired peers and subordinates
o established and grew an atmosphere of pride and professionalism; resulted in a seamless change of command inventory
o mentored four Afghan National Police EOD in IED detection and disposal techniques; increased local IED disposal capability by 40%
o provided opportunities for junior Soldiers to excel; increased section confidence and morale
o completed 15 tactical convoy missions as lead vehicle commander delivering over 300 pieces of combat equipment and 50 tons of Class V throughout RC-East
o went above and beyond the duties of a squad leader to ensure all soldiers were taken care of during multiple training exercises
o provided positive transition to warriors by maintaining goal setting through utilization of the Comprehensive Transition Plan for over 60 WTs
o executes extremely well and with unfaltering reliability; utilizes self motivation to successfully accomplish the most challenging of tasks
o oversaw the reporting and battle tracking of over 200 significant activities in RC-North and ensured all information was recorded and relayed to key leaders
o taught Soldiers and leaders how to correctly implement the Troop Leading Procedures into 8 rigorous training events preparing the unit for future deployments
o sets the example for his peers and subordinates to follow
o assisted the automations section in maintaining 95% operational readiness; managed the care of over 200 workstations throughout the Battalion
o devoted personal time to researching technical questions, greatly improving the knowledge of the detachment
o fostered a professional climate in the mortar section and showed genuine concern for the personal and professional well being of his Soldiers
o exemplary Leader; covered a 60,000 square mile area under the NRMC Region ensuring the proper care of 12 Soldiers
o supervised day-to-day TOC operations; set standard for all operations
o seamlessly integrated new Soldiers from several units into a team capable of producing high pay off results while executing any given mission
o committed NCO that lives by "Mission first, Soldiers always"
o developed and published the first Stryker Battalion TACSOP and TOCSOP that were adopted as the brigade standard
o stood up the 106th Iraqi Civil Defense Corps Bn in preparation for Transfer of Authority based out of Mosul, Iraq
o oversaw the execution of over 500 Military Police combat missions in Iraq without any loss of life or equipment
o efficiently deployed all of the battalion's staff sections, personnel, and equipment from home station to Iraq without incident
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.
