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LEADERSHIP NCOER Bullet Examples
A leader is a dealer in hope.
—Napoleon Bonaparte
o displayed self-control and composure when the situation changes or is confusing
o established a workplace and overall command climate that fostered dignity and respect for all members of the group
o dedicated to mission accomplishment with no deviation from standards; never accepts substandard performance or effort from his subordinate leaders
o imparted invaluable guidance on the SHARP program to his Soldiers; provided safety measures during weekend safety briefing
o supervised 20 paratroopers on a chute detail as the senior NCO that executed the accountability and serviceability of 500 parachutes with a 100% success rate
o facilitated prevention of sexual harassment by executing character-focused training to ensure Soldiers were able to recognize subtle violators
o selected to serve as company First Sergeant on multiple occasions; ensured 100 percent accountability, readiness, and cohesion of 70 Soldiers
o prepared four Soldiers in his platoon for WLC resulting in one earning distinguished honor graduate and three earning commandants list honors
o took charge of his platoon and an Italian engineer platoon, resulting in conducting a bridge reconnaissance during a airborne mass tactical exercise
o supported the Army's SHARP program by fostering an environment free of harassment through training and by his own example
o fostered an environment which promoted accountability of SHARP violators and protection for Soldiers and assault victims
o served as the First Sergeant for two months; seamlessly transitioned into his new role managing 60 Soldiers as they each prepared to PCS or ETS
o empowered Squad and Team Leaders through dedicated mentorship and NCO focused development; trained the top two Squad Leaders in the company
o personally mentored eight NCO's to volunteer and submit recruiting packets, truly placing the mission first by supporting the Army's need to fill its ranks
o ensured 100% Soldiers in his platoon were enrolled and 91% completed their SSD 1 course to enhance Personal and Professional growth
o ensured individual deployment readiness by tracking training, administrative and medical requirements; deployed one NCO in support of Operation Atlantic Sentry
o consistently ensured platoon weapons, equipment, and vehicles were serviceable and mission ready, resulting in a 96% mission readiness during OEF XII-XIII
o led squad during route clearance in support of brigade retrograde; resulted in no IED-related casualties to supported unit and mission success
o tracked and supervised the administrative actions for 60 Soldiers, resolving all personnel issues and directly impacting the overall morale of the company
o committed to eliminating sexual harassment and assault; established a workplace that fosters dignity and respect for all members of the organization
o performed duties as the acting Motor Sergeant, a senior position that required supervising a staff of 7 for over six months until the Motor Sergeant was assigned
o demonstrated exceptional leadership prowess by enduring the 5th SFG(a) Supply Support Activity to finish runner-up for the USASOC Supply Excellence Award
o performed duties of Forward Observer exemplarily; created and briefed fires plans for more than 40 patrols immediately upon assuming duties as Forward Observer
o motivated his peers and subordinates to keep pushing during difficult movements over mountainous Afghanistan terrain ultimately leading to mission success
o performed exceptionally well under the pressures of combat and without supervision; guaranteed to accomplish any mission to a high standard
o focused leader; conducted pre and post mission debriefs for over 40 operations executed in Regional Command East and Regional Command North
o effectively assumed and performed the position of LNO without any supervision and executed all her duties with enthusiasm
o a passionate and dedicated leader; trusted by Soldiers and leaders for her integrity and commitment to excellence
o led all Soldiers within the Platoon to pass the Army Physical Fitness Test; only Platoon in the Battalion to complete the required task stated in AR 350-1
o volunteered to perform duties as the BDE BOSS representative; actively informing units and single Soldiers on upcoming events and programs
o set the example as a non-promotable E6 earning the leadership award at the Senior Leaders Course phase II leadership board; outperformed 75 fellow SF soldiers
o encouraged his subordinates to reach their educational goals; resulted in one Soldier enrolled in college classes at Jefferson Community College
o provided the necessary leadership during daily operations of the S1 section, in the absence of the NCOIC, with no loss of office efficiency or customer service support
o extremely motivated NCO who genuinely cares for the health and welfare of his Soldiers; resulted in the successful retention of two solid Soldiers
o personally involved in the career decisions of Soldiers, giving them the knowledge necessary to make informed, intelligent choices
o routinely sought out by other senior NCOs and superiors for advice and guidance
o meets challenges head on; displays courage, conviction and professionalism daily
o epitome of the NCO Corps by being awarded NCO of the month, quarter and year for the state
o voluntarily mentored 20 students of the youth challenge program to receive their General Education Diplomas
o demostrated unparalleled skills by leading his section of 6 to 100% apft pass rate, with an average score of 270
o dedicated to the mission; the results of his zelous and agressive leadership are seen in the continued success and growth of his Paratroopers
o principal advisor to the Platoon Leader on the capabilities and limitations of all Stryker vehicles; responsible to maintain combat readiness of all vehicles
o superb performance during annual training, his/her name was mentioned by several superiors for his/her actions; a true professional soldier
o Soldier was accepted into the Drill Sergeant program and exceeded expectations by memorizing 100% of required modules prior to attending school
o organized and ran a fundraiser for the Troop Health Clinic that raised over $500.00
o ensured all newly arrived personnel were integrated into the Battalions Driver's Training Programs designed to prepare personnel for unit combative missions
o led an ingenious training program tailored to the 7th SFG Group (A) newest MTOE vehicle M1151 and M1165 qualifying 30 Soldiers to assist in the receiving
o shared knowledge and experience with peers and subordinates alike; always willing to assist and train others in the details of Military Vehicle Safety
o set the example with integrity and professionalism; always a team player
o promoted harmony and teamwork; a gifted supervisor
o identified motivation problems, corrected, produced incalculable savings in manpower and budget
o solid leader, genuinely cares for soldiers; motivates them to accomplish all missions
o set stringent, achievable standards for his soldiers
o set leadership standard for peers; selected as platoon sergeant
o provides one on one training to soldiers exhibiting difficulty learning
o guidance and training programs improved SQT scores by 15% to 90 average with no failures
o planned for, established and implemented standards used at all Desert Storm Forward Operating Bases
o led committee to win TRADOC Commanders Award for Excellence for an Outdoor Training Facility
o commended by 23rd TAACOM CSM for improving Quality of Life environment for single soldiers in barracks
o designed and implemented a PAC training team, improved soldier actions timeliness by 20%
o orienteered Kaulter March Team on a 27 mile night road march to place second of twenty teams
o influenced soldiers to accomplish all assigned missions
o accomplished the harder right instead of the easier wrong
o always places mission first
o led platoon to Distinguished Marksmanship Platoon honors during annual battalion shooting competition
o effectively led and inspired sub-standard soldiers to willingly perform to Army standards
o selected as Drill Sergeant of the Cycle
o a role model and mentor for other drill sergeants
o performed duties as First Sergeant; obtained excellent
o knowledge, experience and military bearing make him a role model NCO
o inspired three soldiers to compete and win Post NCO of the month
o always puts soldiers needs first
o received commendation from Battalion CSM for his soldiers appearance and performance during company BCI
o turned the EOD school around by greatly increasing quota utilization and reducing attrition by 25%
o maintained the late NCO-ER rate at zero percent for 12 consecutive months
o coached female weight lifting team to place third in post tournament
o reduced instrument calibration turn around time from 6 day average to 1.5 days
o led retention NCOs to reduce SIDPERS processing time from 14 to 5 days
o guided new 2LTs through complex information project, received commander's approval for efforts
o awarded Bronze Star by Division Commander for leadership during Desert Storm
o motivated his entire section to qualify expert with the 60mm mortar
o commendable performance as acting commander for three months during Commander's absense
o mentorship produced two consecutive MACOM Soldier of the Year winners
o the driving force in the SIDPERS section receiving a Commendable rating
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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