Mentor and Leadership NCOER Bullets

See also: U.S. Navy Mentor Eval Statements

o warned section members of the possible consequences of their actions; prevented UCMJ action and sustained promising careers

o mentored NCOs on the importance of volunteering and its impact on promotions; NCOs recognized as most competitive, two promoted

o vigilant; identified problems experienced by new arrivals; referred them to appropriate agencies and followed up; earned big dividends in loyalty

o forged professional Soldiers; developed and instructed NCOER writing seminars, led PT sessions; hardened 39 ready-to-fight warriors

o ensured the completion of DLC 1 by Soldiers in his section and coached them on the promotion process; all promoted ahead or on schedule

o mentored two Soldiers until they established proficiency; both excelled at the promotion board and achieved their promotable status

o prepard NCOs and Soldiers for promotion and competition boards; resulted in two promotions to Staff Sergeant and two monthly board winners

o mentored younger, inexperienced Soldiers on critical MOS tasks; promoted professional development and built up Soldier and NCO momentum

o provided regular growth and developmental counseling; increased morale and strengthened weaknesses within the squad

o ensured members were aware of career opportunities, benefits, and entitlements; primed Soldiers for career success

o encouraged two-way communication; willingness to listen led to innovation that reduced reliance on checklists and reduced errors

o welcomed new arrivals and helped integrate them into daily operations; oversight improved METL qualification time by 50%

o encouraged Soldiers to attempt difficult or uncommon tasks; resulted in incremental growth in confidence, ability and pride

o demonstrated the capabilities of shop equipment; inspired subordinates to seek knowledge and experience

o provided new arrivals with appropriate phone numbers and building numbers; equipped them for success from the start

o ensured all Soldiers had cold weather gear issued; prevented needless suffering and carried on Army tradition of caring for troops

o held Soldiers back from Promotion Board until they were ready; stood up for members and prevented wasted time and discouragement

o counseled new Soldiers on common pitfalls: unqualified advice and the dangers of debt; reduced the influence of unproductive soldiers

o contacted deployed troops once a week to ensure they had access to food and lodging; rescued two Soldiers who spent all their money on arrival and were going hungry

o ensured members were aware of opportunities and their ability to meet requirements; led to one special duty assignment

o maintained constant contact with subordinates; identified negative workcenter trends and took action to restore productivity

o delegated tasks effectively; produced the most confident and mature leaders in the unit

o trusted junior soldiers with critical segments of the mission; delegated effectively and turned bystanders into invested leaders

o empowered subordinates; assigned increasingly difficult but achievable taks; developed Soldier confidence and pride

o ensured Soldiers received effective counseling aimed at career progression; improved morale as Soldiers recognized their progress and possible rewards

o challenged junior NCOs by assigning them additional areas of responsibility; promoted continuous advancement

o assisted Soldiers in their day to day duties; helped them perform beyond their expectations and exceed self-imposed limitations

o shared knowledge and experience; key to the Provost Marshal's operational readiness improvement

o coached Soldiers on lessons learned from active duty; helped Soldiers gain experience

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