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LEADERSHIP NCOER Bullet Examples
See also: Leads NCOER Bullets
The real leader has no need to lead - he is content to point the way.
—Henry Miller
o mentored and trained four Soldiers in the Receiving and Issue Sections of the SSA during pre-mobilization training
o coordinated two AT initiatives in which 112 packets were processed, decreasing the BN's nonparticipants by approximately 16%
o showed exceptional managerial and leadership skills resulting in 90% of Soldiers accomplishing their primary duties
o committed to fostering a climate of dignity and respect by supporting the Army's SHARP program through action and communication
o regularly sacrificed personal time to participate in eight company Soldier and NCO of the Month boards; mentoring resulted in three winners at Battalion level boards
o promoted an atmosphere conducent to professional development within a safe, fair, respectful environment
o led 14 Soldiers through a rigorous competition that yielded the BN a consecutive Warrior of the Year Competition winner at the MACOM level
o commended by the Commanding General for facilitating SHARP and By-Stander Intervention Training for 2,200 garrison Soldiers and DA Civilians
o emphasized Professional Military Education (PME) and tracked self development resulting in a 70% decrease in the battalion's NCOES backlog
o led an NCO and 4 Soldiers as a Squad Leader to successfully perform all squad missions in support of the Baltic States, 3 Battalion LFX, and Resupply Point
o constantly selected over peers to perform duties as acting Platoon Sergeant in the absence of leadership; ensured all tasks were completed in a timely manner
o always puts forth maximum effort in any endeavor; his strength pushes the Platoon to excel
o demonstrates leadership abilities to motivate Soldiers to accomplish the mission
o established a workplace and overall climate that fosters dignity and respect for all members of the group
o managed and maintained operational readiness throughout an adverse budget and resource reduction period
o served as the Support Operations NCOIC, a Master Sergeant position for four months during rated period; performed additional responsibilities superbly
o demonstrated leadership and prowess endured the battalion Support Supply Activity to become runner-up for the USASFC(A) Supply Excellence Award (SEA)
o contributed in the development of the battalion internal modular logistics capabilities book that was validated and approved by the battalion commander
o led by example and improved morale by encouraging equal treatment/opportunity and increased understanding of and support for SHARP policies
o has mentored and prepared Soldiers to compete and excel at promotion boards
o took over as Team Leader when he was absent, ensured all tasks were completed
o mission focused; instills in his team the importance of duty related tasks
o maintained high morals with a winning attitude and motivated Soldiers with his spirit
o performed duties as acting 1SG flawlessly
o completed the Unit Movement Officer Course, selected over 11 NCOs to be the primary UMO for his entire unit
o placed mission first, totally devoted NCO
o displayed a genuine concern for Soldiers; open-minded and unbiased in reason and action
o placed special emphasis on mentoring junior Soldiers by correlating their training emphasis with her own combat experience and proven TTPs for OIF/OEF
o challenged platoon, resulting in 97% pass rate on End of Cycle APFT for five cycles consecutively
o displayed the characteristics of an exceptional leader who motivated, inspired and showed genuine concern for subordinate and peers
o outstanding ability to lead through others, including senior officers; provides loyalty, guidance, and mentorship while successfully navigating sensitive situations and topics
o developed a 26 personnel attachment teams to four maneuver companies for providing Class I, III, V and IX support with outstanding results
o superbly led over 54 four-man teams as a Senior Observer Controller that trained and executed convoy live fire for deploying units with a near 100 percent success rate
o outstanding leader; sacrificed his personal time for a former Soldier while on a tour to Korea providing assistance to the family
o demonstrates the patience and the ability to articulate clearly so all soldiers understand the training event
o served as NCOIC of 10 person team at Camp Al Sayliyah, Qatar; completed a 100% inventory of Army Pre-positioned medical material valued over $100 million
o successfully performed all squad missions and tasks while assuming duties as the Squad Leader for over 6 months of rated period
o mentored and trained two Soldiers to receive promotion recommendations and advancement to the next level of responsibility
o demonstrated his adaptive leadership skills by frequently taking the initiative and serving as branch NCOIC to 43 Joint Service members and civilians
o frequently stepped up to serve as headquarters platoon sergeant providing seamless leadership in order to meet the company mission
o worked 30 hours during Army Sergeants Association fund raiser--raised over $400 for local charities
o selected over peers to serve as acting 1SG in her absence, performed duties flawlessly and without loss of continuity
o managed and maintained 100% operational readiness of three theater FARPS concurrently by providing non stop fuel and ammunition support 24/7
o outstanding mentorship and coaching resulted in Task Force NCO and Soldier of the Month winners during combat operations
o his untiring efforts and concern in support of distinguished visitors contributed to the success of numerous visits
o ensured all brigades ammunition managers were prepared for the 3ID Marne Inspection Program through rigorous inspections and training resulting in commendable rating
o an effective Supply Sergeant, tailors leadership style to task at hand
o successfully revised deployment procedures, reduced delays by 50%
o produced two quarterly and four monthly High Mileage Award winners during OIF III
o unparalleled ability to motivate soldiers
o outstanding leader; implemented several training programs within the company
o battalion command inspectors rated his equipment and shop as best in the battalion
o planner-manager winning 2003 TRADOC Commander's Award "Best in TRADOC" in Barracks and Overall Appearance
o battery finished first in BN individual skills competition in Saudi Arabia
o platoon was recognized as "the best they have seen" by the CMTC observers
o flawlessly supervised medical treatment during Operation "Defend South" in St Petersburg and combat in Panama
o CG noted Bn as "Outstanding" during Div ARTEP "Warfighter"
o earned this station the Eastern Sector "Best Facility Award"
o motivated 55 Retention NCOs throughout Korea to achieve the top retention rate in the Army
o battalion Color Guard recognized as outstanding by the FORSCOM Command Sergeant Major
o inspired 95B IET soldiers to break Post 9mm Qualification Record with 99% 1st time GOs
o gives loyalty and leadership support to the chain of command
o meets challenges head on; displays courage, conviction and professionalism daily
o lives by the leadership attributes of be, know, do
o trained soldiers to perform as a cohesive team
o motivates others to achieve or exceed unit goals
o motivated her section to perform to the best of their abilities
o advanced through duty positions as Survey Team Member, Survey Team Chief, Reconnaissance NCO, and finally Operations NCO during his assignment here
o set high standards for conduct and performance
o motivated soldiers to take on tough missions and achieve success
o sets the example for leadership; not only within his platoon, but the entire unit
o cares for soldiers; benefited both them and unit
o ensured that his soldiers and his civilian translators were treated as equals; everyone was mission critical
o exemplifies initiative, leadership and devotion to duty
o leading by example has stimulated individual growth and responsibility
o sacrificed personal goals to ensure unit's mission accomplishment
o recognized by the Battalion Commander for leadership while conducting combat operations against Tawid Al-Jihad terrorist network
o led and inspired marginal soldiers to willingly perform and be successful
o facilities under his supervision were awarded TRADOC's Best Classroom Facilities
o his Drill Team is the #1 High School Drill Team in Mississippi for School Year 2006-2007
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
New leadership examples posted daily.
