field grade officer oer character comments

The same applies to outstanding performance. " You are fair and treat everyone in the office as an equal. NAME:! As a point of clarity, units and officers must understand that vacancies do not equate to validated fills. I had the opportunity to get to know SGT Jones as a peer and as a friend. Middle third officers are on track for promotion but will not compete as well for battalion command. I am fully aware of the severity of SSG Deleon's actions. DA Form 67-10-2 Field Grade Plate (O4 - O5; Cw3 - Cw5) Officer Officers normally serve 36 months in an assignment, and the YMAV or DEROS is usually in the last month. Second, it articulates what is important. (3) (b) The rater will ensure that the rated officer or rated NCO receives a copy of the rater's and senior rater's support forms. However, I must note that SPC Smith was not the cause those conflicts. He does so without question. Our state browser-based blanks and crystal-clear recommendations eliminate human-prone errors. SSG Deleon made me aware of the pending investigation due to possessing a substantial amount of ammunition the he had taken from ranges and training events. The prosecution will methodically present arguments proving their case by focusing on specific traits and if you want to have any hope of defending your pal, you must present specific examples in your statement. Not once did he complain about making telephone calls, visiting high schools, or area canvassing the streets and Subways of Brooklyn, NY. It must directly describe traits that support the person's character and counters the alleged bad behavior. I am aware of the punishment that SGT Jones could be given. Intermediate Rater Qualifications. It is your responsibility to double-check the information you find on this site before you use it professionally. 04-PUB NOT RELEASABLE TO FOREIGNERS (NOFORN) 42-ITEM ONLY PRODUCED IN ELECTRONIC MEDIA. Contact editor@armywriter.com Disclaimer. The number one rule is that as your performance changes, so should your future goals. # 1: S4 Officer The more distant the relationship, the more credible the letter will be perceived to be. I met SSG Deleon on August 25, 2019, on the day he was assigned to Chaos Company. - Develops. For these reasons, it is my humble recommendation that CW3 Texas-Ranger is advanced to CW4. She embodies her job as assignments manager and places her job and the Army first in her life, and wouldn't have it any other way. I am aware of the discharge proceedings against SPC Smith. In regards to this situation, I can tell you that this was a one-time mistake and out of character for her. Sample Rater & Senior Rater Army OER Bullet Comments - Part-Time-Commander Need help with OER for CW3 : r/Armyaviation - Reddit 2 Years of Lessons from Battalion Command - The Military Leader I am currently a Recruiter in Talladega and an active member of the Sergeant Audie Murphy Club. Assignment officers exist to ensure the Army is represented accurately and to match the right officer with the right assignment. An assignment at the Army Human Resources Command (HRC) is an incredible opportunity for officers and enlisted personnel to learn how the Army executes personnel processes. One day, as SPC Morrison and I were walking back to the barracks after working all day during a base cleanup detail, we were stopped by a Master Sergeant we didn't know who accused us of shirking our duties. I know SGT Jones has dedicated her life to the Army is an integral part of it. PERIOD'COVERED:'''!FROM%(YYYYMMDD)!THRU%(YYYYMMDD)! This is important. Theoretically, each assignment officer will touch approximately 68 percent of their assigned population over a span of two years. Senior Rater Bullet Comments; what is best for promotion boards? The report is forwarded to the HQDA. Writing an OER support form. 1. QUESTION/ISSUE - United States Army Judge Advocate General's Corps SPC Smith is a quiet, soft-spoken individual who often keeps to himself. Since, traditionally "companies" are commanded by captains and assisted by lieutenants serving as their executive officers (second-in-command) and platoo. Promotion opportunities are many, and multiple paths lead to the same end state. It is a sign of lazy leadership if your leaders cant perform the duties expected of them, especially when properly evaluating and rating the soldiers/officers beneath them. LT Smith security mission was responsible for securing 25 square miles of land and enabling the first . The Assignment Interactive Module II allows complete transparency for units and individual officers. PDF Personnel Officer and Warrant Officer Commissioned Officer and Warrant Finally, account managers and assignment officers have different responsibilities. Form Popularity oer support form examples. PDF Personnel Evaluation Evaluation Reporting System ". He is one of our best troops and I would not hesitate to recommend him for retention and promotion. Officers with Exceptional Family Member Program or Married Army Couples Program situations are assignment officers' first priority. Majors should approach future career goals logically and sequentially. ". The first sentence should state your overall opinion of the subject and everything else written should support that statement. He would continuously arrive early, stay as late as he needed to ensure the daily tasks were met, and to prepare for the next day. To me the rater and senior rater are there to make sure the self evaluation stays honest. OER Commons, an online repository for open education resources, is now hosting the tool and its resulting evaluation data. I aware of the pending review of CW3 Texas-Ranger s advancement to CW4 due to an investigation while he was assigned as a Drill Sergeant. I remember one incident that illustrates his non-confrontational nature. To achieve desirable career outcomes, an officer must consider the following 10 aspects. o demanded quality in all actions and assigned tasks; committed to excellence. These documents will provide the rated Soldier essential rating chain direction and focus to aid in developing his or her support form. New OER means fewer boxes, more accountability for raters The main report includes supporting DA Form 67-10-1A, which contains administrative data and an explanation for submitting a Field Grade Plate Officer Evaluation Report. In the interest of helping all you young officers out there, (who will eventually spend the best years of your life in uniform, only to get passed over just before you have enough time to retire (seen it . Of course, along with this focused description, you should also include your subject's other positive attributes. 30 days or first drill if reserve component. TO BEGIN THE OER, CLICK ON THE "RATED SOLDIER TAB" AT THE TOP OF THE OER SHELL AND COMPLETE BLANKS AS REQUIRED USING INFO BELOW: ----- (Admin Data - Rated Soldier Tab) RATED OFFICER: VO, SON L . I am going to make some assumptions here based on the question and it being the first using the field grade OER template. New Army OER means fewer boxes, more accountability for raters Leaders should expect the MER approximately six months before the cycle opens. We include documents based . I supervise the Headquarters section of the G-3 consisting of two Noncommissioned Officers and one junior Marine. I first met SGT Jones in April 2011 at WLC, on Ft Stewart. Normally must serve 90 days. You must justify through detail why you think an officer deserves an outstanding rating. His technical prowess was steadfast and contributions to the G6 team guaranteed overall mission accomplishment. DA FORM 67-10-2 - Example At that time, LCpl Trejo displayed himself in a manner that was well above reproach. Over 1,000 Rater and Senior Rater bullets for NCOERs and OERs. I currently senior rate 23 Army Officers in this grade. This assertion, along with Army Regulation (AR) 623-3: Evaluation Reporting System (ERS), implies that character is the foremost leadership requirement: The Army Values, empathy, warrior ethos, and discipline are critical attributes that define a leader's character and apply across all grades, positions, branches, and specialties. This approach should include preparing for promotion to lieutenant colonel, competing for the centralized selection list, and commanding a battalion, if desired. 2. It takes time to evaluate/assess and the process exists. Try and start your FITREP bullets with a hard hitting action word or words, IN ALL CAPS, and then elaborate on it. It is my belief that people of her character and work ethic are too rare to risk losing over a one-time, out-of-character incident and I earnestly recommend suspending any punishment. DA Form 67-10-2, Field Grade Plate (O4-O5; CW3-CW5) Officer Evaluation Report, is a document used for providing the Department of Army Headquarters (HQDA) with information about the rated officers' competence, mental and physical condition, and potential for promotion.This form was previously revised by the U.S. Department of the Army (DA) on March 1, 2019, with all previous editions being . This will suggest to the reader that the incident was a one-time, out-of-character act, not likely to be repeated. Unit human resources professionals must have a firm grasp of their projected losses as depicted by officers' year and month of availability for assignment (YMAV) or date eligible for return from overseas (DEROS). Rater profile established for raters of company and field grade officers Maintain less than 50% of reports written by grade in the "Excels" box (for raters of LTCs and below) Flexibility - Raters have a "credit" of 3 in the "Proficient" box to start profile Rater OER profiles calculated based on Profile LOCK date as evidenced by . SUBJECT: Character Statement for SPC Joe J. Smith. 1. Each attribute/competency is broke down by level of rater box check that . The fundamental purpose of the MER is to give commanders and human resources professionals the ability to formally advocate for the skills, experience, and knowledge required to accomplish specific missions. Approximately 51 percent of the officers who enter these types of assignments will not exit them in the same performance tier. Sample Army OER Bullets & Comments. (Rated officer's signature verifies officer has seen completed OER Parts I-VI and the administrative data is correct) al. Hard work is only part of achieving your goal; developing a solid network is another. Being promoted to lieutenant colonel is definitely indicative of a successful career. An effective character statement focuses on specifics. Organizational leaders must understand that the assignments process essentially starts at the unit level. Achieve OER Rubrics | Achieve We need all leaders in our quest to remain the dominant force in the world, and it is the responsibility of all leaders to maximize individual talents in the best interest of the organization. You're just asking for sleepless nights. His military presence was something that even many of his superiors adored, including myself. Family considerations should carry enormous weight during the assignments process. The DA Form 67-10-2 evaluates an applicant's ability to perform duties and assesses their character. He does his share of the work without complaint and appears to enjoy his job and being a member of the Army. In addition to limiting promotion potential, a negative OER can trigger the Army Officer Elimination process.. Spend some time thinking this through so that you can come up with material that will cast doubt on the charges. Sample Army OER Bullets and OER Comments - Part-Time-Commander One of HRC's goals is to ensure complete transparency during the assignments process. c.#1)#Character:! If you are asked to write a character statement, don't worry if you can't write well. The Army wants specifics on AR 623-3 and DA form 67-10-1a. HRC wants to nominate officers who desire the positions and have the right skills for those positions. Raters and SRs should do their work. LEAD. ". EDIPI: 1298475886/USMC. Use plain bond paper and the official memorandum format. Once a space is open and a validated requisition is created, it is up to the assignment officer to find the best qualified officer. KD opportunities may affect what type of battalion an officer will command; however, the key to success is to perform well regardless of the position. . He has not received any kind of discipline here in our work center, not even a verbal counseling. SUBJECT: Character Statement for SSG Alfred M. Deleon. However, officers must develop realistic plans that mitigate risks to accomplish their overall career goals. He has never been in trouble before or involved in any kind of altercation. HRC account managers are responsible for representing their assigned units' requirements. For example, a central theme of respect for authority and a natural willingness to follow orders would be supported by additional positive attributes of dedication to duty, an understanding of the need for order, and a positive attitude. Reference Army Regulation 623-105. His interactions with me, and those I have witnessed with other superiors, are always with good military bearing and keen attention to customs and courtesies. What is the form number OER for Company grade officers? HRC will continue to move personnel in predefined cycles, and senior leaders must not shy away from being involved in the process early. We need more examples. Nevertheless, a large percentage of officers assume that if they do not receive KD opportunities as a support operations officer or battalion executive officer, promotion failure is guaranteed. Writing an OER support form : r/army - reddit MARY M. BELLA, CPT, USA SPC Smith always maintains a very high standard of dress and appearance. DEI Best Practices: Expanding the K-12 pipeline, http://armypubs.army.mil/doctrine/DR_pubs/dr_a/pdf/adrp6_22_new.pdf, http://www.hrc.army.mil/site/ASSETS/PDF/MOD3_Evaluation_System_Rater_and_Senior_Rater_Jan14.pdf, https://www.hrc.army.mil/site/ASSETS/PDF/MOD1_Revised_Officer_Evaluation_Reports_Jan14.pdf, https://www.hrc.army.mil/TAGD/Evaluation%20Systems%20Homepage. Making the Switch: What I wish I knew before becoming a field grade officer CW3 Texas-Ranger never failed to uphold the Army Values and consistently embodied technical and tactical proficiency. The people who will read your character statement don't know the individual personally, want to judge him or her fairly, and are depending on you to accurately and honestly describe the subject's character. At that time, SSgt Trejo was a Lance Corporal and played a key role in the success of RSS Brooklyn. In most cases, one OER can separate officers in the top third from those in the middle third. Assignment officers are concerned with the "faces" aspect, which is based on their routine communication with the population completing the process. It is imperative that officers communicate with their assignment officers early, especially if they are in the next movement cycle. SHARP, EO, and EEO. DSN 530-XXXX. Size:80.42 KB. Although I was not his direct supervisor, I worked closely with him for over 16 months. His drive and motivation played a key role in the accomplishment of the Unit's mission: taking civilians, turning them into Infantrymen and training them to be the Force's future leaders. The Ultimate Field Grade Officer Survival Guide Talent management must be viewed holistically. Rater Responsibilities. Recently, HRC held a virtual town hall, and many comments focused on this issue. The new Army OER form requires bullet comments for the following sections: First and foremost, I have one thing to say: ADRP 6-22 (. Footnotes. We need more examples. RYAN P. FASANO OER Appeal - Explained by The Law Office of Matthew Barry At the very least, a suspended discharge would allow SPC Smith the opportunity to continue his service while demonstrating his commitment to the Army. Despite this, he had an extremely positive impact on me and the unit. However, with our pre-built online templates, everything gets simpler. o motivated and challenged peers through leadership by example. Therefore, an account manager's concern is filling "spaces.". Soldiers need their raters to transparently communicate how their performance and potential will be evaluated. (See figure 1.) All officers are leaders, regardless of duty position. Officers projecting five-to-10 years into the future tend to lose sight of the criticality of their current performance, which jeopardizes growth potential. Purpose: Provides evaluation information for use by successive members of the rating chain, emphasizes and reinforces professionalism, and supports the specialty focus of Officer Professional Management System (OPMS). o appeared at the division Sergeant Audie Murphy board during combat operations; a classic example of a true NCO representing the top 20% of NCOs in the brigade; o maintained impeccable moral and ethical standards; set the example for subordinates, peers, and seniors Soldiers, o implemented the Army's SHARP/EO programs; ensured fair and respectful treatment of assigned Soldiers and civilians, o complied with TM safety requirements when training Soldiers; dutiful compliance with instructions demonstrated care for personnel and mission and prevented injury, o completed all tasks expected of an NCO; reliable and capable, he is the go-to NCO for mission accomplishment, o joined a positive group of Soldiers who coached him through daily responsibilities; on site less than 30 days, can already be left unsupervised to complete tasks, o valued by leadership; can be depended upon to perform under the most extreme circumstances, o stopped NCO who habitually put his hands on junior Soldiers to correct them; restored dignity and improved work environment, o took responsibility for his actions; worked with peers to correct failures, o upheld and enforced the Army Core Values, o demonstrated loyalty to the Army; displayed a high level of military bearing and discipline when addressing both Senior NCOs and Officers, o exercised mature judgment and meticulous attention to detail, o exemplified selfless service by contributing his knowledge and expertise, enforcing Army standards, and encompassing Army values in all he does, o fostered an environment of unbiased treatment, cultural awareness and resiliency by supporting SHARP, Equal Opportunity and Resiliency programs, o fostered an environment for mission accomplishment without compromising integrity; consummate Citizen-Soldier with situational awareness and initiative, o mature NCO; trusted as fair and impartial, o placed others' needs above her own and always stayed until the job was done, o showed genuine concern for Soldiers; balanced placing the mission first with ensuring Soldiers personal needs were met, o earned reputation as a mature and fair senior NCO; respected by team members for his candor and integrity, o reenlisted to stay with her unit until mission was finished, o braved popular consensus to support mission requirements, o made mission accomplishment his top priority, o dedicated and committed to the unit, its mission and Army values, o conducted himself as a professional Soldier and Senior NCO; demonstrated leadership and integrity, o instilled cohesion and teamwork in his soldiers, o served as a member of the team and showed pride in unit, o advocated for the Army SHARP and EO programs; fostered an environment free of harassment through training and by his own example, o listened to the concerns of all Soldiers and incorporated their ideas for improvement; built a team that shared success, o placed mission accomplishment and Soldiers' welfare ahead of self, o risked his reputation and took the initiative to make things happen; led from the front, o mature Soldier; used off-duty time wisely and prepared for METL evaluation; rated best in Platoon, o cooperated with and accepted advice from all members of the squad; his attitude and enthusiasm revived shop pride, o learned to trust his own judgement; kept section focused on the mission and continuous improvement, o held himself to standards; was always honest and fair regardless of the situation, o his work is marked by integrity and initiative; top performer, o worked behind the scenes to get the job done without the need for recognition; set the example for peers and subordinates, o dedicated to training and caring for Soldiers and their families; efforts evident in increased readiness, o exhibited high standards of behavior; a model soldier and extraordinary leader, o led coworkers in training aircrew on proper COMSEC keying procedures; reduced comm failures and subsequent mission delays by 80%, o displayed impeccable character and moral presence through volunteerism, outreach, and mentorship that positively impacted Soldiers and the community, o placed the health, welfare, and training of Soldiers above his own needs and desires, o viewed as our most self-motivated and dependable troop; committed to mission accomplishment, o shared insights and experience gained during Joint exercise with other section members; multiplied section expertise, o made things happen with positive results, o devoted an extraordinary amount of time to increasing the functionality of the unit area, o stood up for his soldiers and himself; identified unknown inequalities and improved resource allocation, o lead, motivated and instilled pride in his subordinates, o stood by values; denounced efforts to document frivolous medical care to support future VA disability claims, o excelled as Unit Prevention Leader; meticulous attention to detail ensured no discrepancies occurred during the testing process, o worked behind the scenes to ensure all equipment and COMSEC was packed and available but credited team for success of Ft Bliss joint exercise, o created a work climate centered around dignity and respect for Soldiers and civilians which resulted in zero SHARP, EO and EEO related incidents, o identified incomplete and outdated information in Emergency Action cards; increased readiness for all eventualities, o set the example of what every NCO should be: aggressive, intelligent and professional, o dynamic Non-Commissioned Officer committed to mission accomplishment and the welfare of Solders; an exceptional role model for Soldiers to emulate, o exceeded Army standards and organizational goals for a leader's competencies and attributes; improved unit support, o insisted on loyalty to supervisors and peers, o recognized for honest and trustworthy actions, o reported chronic harassment of junior Soldiers by contractor; risked ostracism to protect peers; improved Section working conditions, o coached new planner in completing his duties; identified requirements, routine obstacles and workarounds; facilitated operational success for entire team, o maintained high standards of personal conduct on- and off-duty; set the examples for subordinates, o is a positive influence within the section, o embraced and implemented the Army's SHARP and EO programs; zero negative incidents during rating period, o demonstrated loyalty to the commander's intent; went above and behold to execute that mission, o conducted himself on- and off-duty in a manner that reflected favorably on the NCO Corps, o displayed a high degree of professionalism and demanded the same of others, o defended new policy and negotiated common ground; sustained operations while adjustments were made, o set the example by leading from the front and doing the right thing, o he is self-motivated and willing to go the distance, o recorded all challenges faced during in-processing and developed comprehensive OI for newcomers; streamlined integration and reduced obstacles to new arrivals' success, o devoted over 40 hours to community events; raised over $3245 for various charities throughout the rated period, o solved many problems and issues; indispensable to his team, o dedicated to the unit, mission, and Soldiers; a credit to the NCO Corps, o assisted the Command with cleaning up non-participant numbers; lowered the Battalion's numbers by 15% overall, o dedicated to the values and traditions of the Army, o accomplished all tasks in a professional, efficient manner; demonstrated a level of self discipline normally found in higher ranks, o recognized junior Soldiers' successes; increased involvement and inspired enthusiastic interest in their MOS, o used time wisely; excelled at completing assigned tasks on time and meeting critical deadlines, o his dedication to the Army values and Warrior Ethos is unquestionable, o risked personal safety to ensure safety of visiting unit and their mission, o possessed absolute dedication and loyalty to the unit, the mission, and the soldiers, o invaluable support; completed shift-change checklist daily; ensured smooth shift turn-over and reduced inter-shift conflict, o collected trash from all rooms and disposed of it before leaving daily; set the example for responsibility, maturity, and service before self for peers and superiors, o executed all assigned missions, regardless of difficulty, o assisted in national awareness of a project that has raised $17,898.38 for the Make-A-Wish Foundation, o is fully supportive of the Army's policies on SHARP, EO and EEO, maintaining a professional work ethic and enforcement of standards, o maintained a harmonious working environment for subordinates and peers; facilitated productivity, o lived by the Be, Know, Do mentality, demonstrating while teaching how to be proficient in all MOS-specific tasks, o embodied the "always watchful" motto, displaying constant vigilance in the face of a technologically diverse enemy, o completed all unit quarterly PMIS on his own initiative; our most trusted and dependable Specialist; allowed leadership focus on more critical areas, o her performance has been exemplary throughout this rating period, o accepted all responsibilities and tackled all missions successfully, o sustained a work environment of cooperation by adhering to SHARP/EO principles; ensured the fair treatment of assigned Soldiers and civilians, o increased the authorized stockage list from 334 to 430 lines of Class VIII in order to better support over 40 Battalion Aid Stations, o aided a supportive EO and SHARP environment by participation and her own example, o treated all members with dignity and respect; supported SHARP, EO and EEO through her leadership example, o set the example for his Soldiers to follow in terms of personal and professional conduct, o worked tirelessly to fulfill mission requirements; prepared 160 pallets in less than 7 days, o placed the Army and subordinates above himself to meet the needs of the mission through professionalism and dedication to duty, o maintained a fierce and steadfast belief in assigned mission, o demonstrated stamina and endurance in completion of daily duties and missions, o worked efficiently with staff and is committed to the unit's mission, o emphasized safety, equity, and fairness and supported the unit SHARP program; earned reputation as a respected senior NCO, o received the Army Achievement Medal from the PA Commandant for outstanding performance as NCOIC of the Color Guard, o identified abuse of sick call system to avoid duty; reprimanded abusers and restored shop morale and fairness, o accepted difficult, short-suspense tasks with enthusiasm; gave 100% to ensure mission accomplishment, o shared solutions and knowledge; developed Soldiers and leaders and left a lasting legacy, o confronted sensitive issues; understands the excitement of truth and the necessity of leadership, o voiced his opinions and had the patience to present his views logically, o embraced the Army Values in daily life, setting the example for his Soldiers, peers and seniors, o unequaled loyalty; dedicated and caring leader, o exhibited a high level of enthusiasm which influenced his section; raised workplace morale, o demanded impeccable self and organization discipline, o is reliable and industrious, performs extremely well under pressure, o went the extra mile to complete the job, o inspired his peers; met challenges no matter how difficult, o embraced all tasks with a zest that resonated with and inspired his Soldiers, o prioritized Soldier care while remaining committed to the requirements of Army regulations, o exhibited the skill, temperament, and reliability of a true professional, o accepted all challenges and responsibilities without hesitation, o communicated a positive attitude toward mission accomplishment, o lived the morals and values he teaches to others; a man/woman of true integrity, o accepted responsibility and took initiative; involved in every aspect of the mission, o demonstrated the highest standards of loyalty, integrity and personal courage, o enforced standards and discipline among the junior enlisted; upheld the Army Values, o performed at a level above the normal call of duty; produced exemplary results, o worked late often to ensure his Soldiers' professional and personal needs were met, o was competent and responsible in the execution of all her duties, o eliminated sexual harassment and assault; established a workplace that fostered dignity and respect for all members of the organization, o contributed to an environment of dignity and respect for all team members; fully supported SHARP, enhanced morale, o dedicated to the mission and unit success, o personified attention to detail; spent additional effort and time to ensure all tasks were completely finished, o demanded quality in all actions and assigned tasks; committed to excellence, o made a comprehensive effort to educate leaders and Soldiers about equal opportunity, sexual harassment and sexual assault during all facets of training, o provided invaluable support on a daily basis; completed shift-change checklist and cleanup; ensured smooth shift turn-over and reduced inter-shift conflict, o fostered esprit de corps; helped unify team and efforts toward logistic excellence, o volunteered for difficult civic project to improve Army's image abroad, o understood the importance of developing future leaders through mentorship, Army values, and military tradition, o punctual; always on time; set the example for subordinates while other senior NCOs took advantage of their positions, o created an atmosphere of fair treatment, dignity, and respect for all Soldiers in the unit; supported the SHARP and EO programs, o is an NCO with foresight who is wired for mission accomplishment, o sacrificed his personal time to accept additional duties; sustained operations despite manning shortage, o supported a climate of dignity and respect; ensured the fair and respectful treatment of all assigned personnel, o strived for team effort in accomplishing assigned tasks; strong in character, pride and professionalism, o demonstrated absolute dedication and loyalty to the chain of command, unit, and mission, o conveyed unquestioning faith in her chain of command and Army values, o arrived on station on time every day; demonstrated rare self-discipline for a junior Soldier, o exposed actions of SSG who stole test equipment and mailed it home while packing up abandoned site; demonstrated integrity, o discouraged false VA disability claims; preserved disability benefits for those that need it, o unequalled drive to accomplish the unit's mission, o demonstrated a professional attitude; asset to any unit, o practiced equal opportunity throughout the platoon, o showed great pride in the unit; volunteered to lead visitor tour, o supported EO and SHARP directives; educated Soldiers when questions arose, always ensured his Soldiers understood the new regulations, o documented all challenges faced during inprocessing and developed comprehensive OI for newcomers; eased their transition and eliminated obstacles to integration and effectiveness, o demonstrated initiative by taking action quickly and with authority, o showed respect to superiors and subordinates alike; committed to building the morale of Soldiers, o maintained the highest standards for himself and the unit; deeply respected by every Soldier, NCO, and officer in the company, o stellar NCO; possesses the highest level of integrity and moral conviction, o committed to the Army and the mission; personified selfless service, o met challenges without compromising integrity, o rejected transfer to rear to remain behind with his team, o his conduct, on- and off-duty, is above reproach, o lead from the front, accomplished all mission tasks, o motivated and challenged peers through leadership by example, o respected junior Soldiers, peers and superiors alike, o made positive contributions to the unit and the mission; a true team player, o volunteered for additional duties and accepted responsibility to ensure mission accomplishment; superb team player, o instilled a sense of pride within his section, o addressed peers and subordinates with respect; facilitated feedback and communication and a productive work environment, o stood above contemporaries in personal commitment to professionalism and dedication to duty, o trusted by Soldiers and leaders for her integrity and commitment to excellence; a committed and dedicated leader, o driven to succeed; is self-motivated with a strong sense of purpose, o took great pride in supporting Soldiers, o is highly articulate and a straight forward communicator, o treated Soldiers with dignity and respect; earned their respect and loyalty, o sacrificed off-duty time and effort to attain unit goals, o worked diligently on training tasks; made steady incremental progress daily; on schedule to be 100% qualified within 6 months, o fostered a cohesive environment of teamwork and respect at all levels, o exemplified dedication to duty by his sacrifice of personal time to unit needs, o worked enthusiastically alongside peers and subordinates; demonstrated a high level of commitment and dedication, o looked upon by superiors, peers and subordinates as a model Soldier and extraordinary leader, o planned and coordinated food service support for the 212th CSH conversion ceremony which served over 300 Soldiers, civilians, and family members, o took advantage of his position as NCOIC to consistently be late for duty; poor example lowered work center morale, o delegated responsibility for operations to a dishonest NCO who falsified reports to make the detachment appear to accomplish more than they did, 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 reduced morale and productivity by ignoring input by anyone but the Operations NCO, o failed to meet goals when over 50% of workcenter found ways to be transferred out of the workcenter, o encouraged subordinates to take advantage of the government welfare system (disability) 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 used his position as Det Chief to hire personal acquaintances who were not qualified for civilian positions in the workcenter, o set poor example by sexually harrassing visiting female reps from outside agencies, o hid serious shortfalls until it was too late to correct them, o slept on overnight shift, left junior Soldiers unsupervised with high voltage equipment; risked unit's mission, o stole TDY Soldiers' personal possessions; justified actions with claim that insurance would reimburse Soldiers for their loss, o failed to follow orders when unsupervised, o regularly shows disrespect to NCOs and requires constant supervision.

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