How to Earn Army Promotion Before BCT

The U.S. Armys Basic Combat Training (BCT) program is your portal into military service. Although youll be entering the service as a raw recruit, there are ways to earn a few stripes prior to entering BCT. These methods require varying levels of effort and dedication on your part while you are still a civilian, but these efforts are recognized by the Army and are often rewarded through early promotion.

Get your Eagle Scout Certificate or Girl Scout Gold Award.

Complete the Armys online Future Soldiers Training (FSTS) program. The FSTS gets you a step ahead of other candidates by acquainting you with the basics of Army life, as well as preparing you for what to expect during BCT.

Refer high school graduates or attendees. One referral must score 50 or higher on the ASVAB. You need to refer two or more candidates scoring between 31 and 49, or three candidates that meet qualifications but have not taken the test.

Earn 24 or more credit hours from an accredited university or other institution.

Earn the Quartermaster Award from the Naval Sea Cadet Program, or receive the Air Force Civil Air Patrols Billy Mitchell award.

Complete three or more years in a Junior Reserve Officers Training program at your high school, or one year of Senior ROTC.

Earn 48 or more college credits from an accredited university or other institution.

Complete a two-year certification program at a vocational or technical school.

Refer two high school graduates or attendees scoring higher than 50 on the ASVAB. Youll need to refer four or more if they score between 31 and 49, or six or more if they have not completed those requirements.

Complete your four-year college degree from an accredited college to enter BCT as an E-4, or Specialist. This is the highest enlisted rank you can earn prior to entering the military.

College credits earned at institutions not found on the American Council on Educations Accredited Institutions of Post-secondary Education or AIPE list will not count toward promotion credits.

David Lipscomb is a professional writer and public relations practitioner. Lipscomb brings more than a decade of experience in the consumer electronics and advertising industries. Lipscomb holds a degree in public relations from Webster University.

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To the grade of colonel in the Army:

Lt. Col. Ryan OQuinn, DCMA St. Louis

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To the grade of lieutenant colonel in the Army:

Maj. Forrest Black, DCMA Headquarters

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To the grade of commander in the Navy:

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ERB Promotion Points

Few days of downtime, was copying over to a new server. Welcome back, happy holidays!

Just checked my ERB and in the Promotion Points block it was always blank. I hit my four year mark this month and now it says 39. Now this block indicates how many promotion points I have right? If thats what it means then I obviously need to get that block fixed now because thats obviously not right lol.

Also. What does me hitting my four year mark this month have to do with that block finally getting something put into it? If anything.TANKER – That dusty, crusty, grease-covered, dirty, sweaty, bright-eyed, fuzzie-faced,

haircut-needing, beer-drinking, underrated, over-worked, underpaid,

oversexed, little shit, who can take a tank and do more battlefield damage in

ten minutes than a Grunt squad can do all day.

Are you E-4 promotable? I think that block is rectified after you complete the promotion board. If not; do not worry about it till then.

Iraq/Afghanistan Veteran (OIF V & OEF X & XIII)

101st Airborne Division & 4th Infantry Division combat vet

10TANKER – That dusty, crusty, grease-covered, dirty, sweaty, bright-eyed, fuzzie-faced,

haircut-needing, beer-drinking, underrated, over-worked, underpaid,

oversexed, little shit, who can take a tank and do more battlefield damage in

ten minutes than a Grunt squad can do all day.

It means you are on the automatic promotion list, you will NOT be able to add points until you attend the promotion board.

Ive heard about this but dont know anything about it. Never actually talked about it to anyone and havent known anyone thats been put on this. I Googled it but its still a little unclear to me. MP, can you explain it to me?

TANKER – That dusty, crusty, grease-covered, dirty, sweaty, bright-eyed, fuzzie-faced,

haircut-needing, beer-drinking, underrated, over-worked, underpaid,

oversexed, little shit, who can take a tank and do more battlefield damage in

ten minutes than a Grunt squad can do all day.

Ok I did some more researching. I found a power point presentation that I linked above. I think I got it, and someone correct me if Im wrong.

The Army gave me 350 points based on E5 shortages, TIS, and TIG. My points cannot go up or down unless I go to a board. In the meantime, if points drop to 350 I am automatically promoted without need for a board. And all of that at the Commanders discretion.TANKER – That dusty, crusty, grease-covered, dirty, sweaty, bright-eyed, fuzzie-faced,

haircut-needing, beer-drinking, underrated, over-worked, underpaid,

oversexed, little shit, who can take a tank and do more battlefield damage in

ten minutes than a Grunt squad can do all day.

There were MOSes that were short so based on time and grade you were place under an automatic promotion list and awarded base points. The norm was usually 250 to E5 and 350 for E6. Now from my understanding if your points shown 250 then I know that is the automatic promotion list entry but I never heard of 39. Also, if you made this list, you did not have to go to the board. My info though is from 2006/2007.

Iraq/Afghanistan Veteran (OIF V & OEF X & XIII)

101st Airborne Division & 4th Infantry Division combat vet

and I remember that it relates to STAR MOSes.Last edited by CWO Sharkey; 11-23-2011 at03:05 PM.Iraq/Afghanistan Veteran (OIF V & OEF X & XIII)

101st Airborne Division & 4th Infantry Division combat vet

OK OK enough, it used to be 350 for SGT and 450 for SSG…and if your MOS points went down to that for 1 month it did NOT mean you got promoted, it meant that if you were on the TOP of that list they would promote you but if you were towards the bottom, you would not (lets say 100 automatic promotion list soldiers), the points come out and all the promotable (through board) were promoted and they still needed another 20 to get promoted, they would promote 20 out of those 100 and the other 80 would move up on the list….

With the new promotion system, the points have dropped drastically (the ones you earn) so it when you are added to the list you only get like 39 points towards SGT and if SGT going to SSG you get 49…you will NEVER get promoted with points that low though, well miracle you could but for hte most part, no.

Something is jacked up with the 39. Theres a new calculator available online that adds up points based on the new system. Mine dropped to 280.

19K was 150 back in October. Been max since then.TANKER – That dusty, crusty, grease-covered, dirty, sweaty, bright-eyed, fuzzie-faced,

haircut-needing, beer-drinking, underrated, over-worked, underpaid,

oversexed, little shit, who can take a tank and do more battlefield damage in

ten minutes than a Grunt squad can do all day.

ERB issues (CoAs, ERB Vs. OMPF/iPerms)

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Gen John J Pershing dies at 87uly 15 1948

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Gen. John J. Pershing, commander of the U.S. forces in Europe, arrives in France with a group of American officers, on June 13, 1917. AP Photo

On this day in 1948, Gen. John Joseph Black Jack Pershing died of coronary artery disease and congestive heart failure at the Walter Reed Army Medical Center, where he had lived since 1944. After a state funeral, he was buried in Arlington National Cemetery, near the graves of the soldiers he commanded in Europe during World War I. He was 87.

Pershing is the sole person Congress promoted in his lifetime to general of the armies, the highest rank in the U.S. Army. (In 1976, Congress retroactively promoted George Washington to the same rank.)

Invited by Congress to select his own insignia, Pershing chose to wear four gold stars to distinguish himself from the four silver stars worn by officers who held the rank of general. After the creation of the new five-star general of the army rank during World War II, Pershings rank of general of the armies was unofficially bumped up to a six-star general. Pershing died, however, before Congress could act on the upgraded insignia.

After graduating from West Point in 1886, Pershing took command of the 6th Cavalry Regiment in the West, where he participated in the Apache and Sioux campaigns. He was promoted to first lieutenant of the 10th Cavalry Regiment in Montana, one of several segregated regiments formed after passage of an 1866 law authorizing the Army to form regiments of black soldiers. The law stipulated that the units be commanded by white officers. Pershing often expressed his admiration for the black soldiers under his command, earning him the nickname Black Jack.

In 1903, President Theodore Roosevelt, impressed by Pershings ability, asked the Army general staff to promote Pershing to colonel. At the time, promotions were largely based on seniority, not merit. The general staff refused, angering Roosevelt, who as president could name and promote only generals or admirals. Roosevelt asked Congress to give Pershing a diplomatic posting. He was duly stationed as a military attach in Tokyo in 1905.

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That same year, Pershing married Helen Frances Warren, the daughter of Sen. Francis Warren (R-Wyo.), chairman of the Military Affairs Committee and the recipient of the Congressional Medal of Honor for his service in the Civil War. In 1915, while he was stationed at Fort Bliss in Texas, Pershing learned that his wife and three young daughters had died in a home fire at the Presidio in San Francisco. Only his 6-year-old son, Francis Warren, survived.

On April 6, 1917, the United States joined Britain, France and Russia to fight in World War I. After being interviewed by President Woodrow Wilson, Pershing was installed on May 10 as the commander of the American Expeditionary Force.

As the AEF commander, Pershing was responsible for the organization, training, and supply of a combined professional and draft Army and National Guard force that eventually grew from 27,000 untrained men to a force totaling over 2 million soldiers.

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AP NewsBreak US Army quietly discharging immigrant recruits – KCTV5 News

Kansas City Urology Care, P.A., Kansas City

AP NewsBreak: US Army quietly discharging immigrant recruits

By Daniel Barnett, Digital Producer

The AP was unable to quantify how many men and women who enlisted through the special recruitment program have been booted from the Army. (AP)

Some immigrant U.S. Army reservists and recruits who enlisted in the military with a promised path to citizenship are being abruptly discharged, the Associated Press has learned.

The AP was unable to quantify how many men and women who enlisted through the special recruitment program have been booted from the Army, but immigration attorneys say they know of more than 40 who have been discharged or whose status has become questionable, jeopardizing their futures.

It was my dream to serve in the military, said reservist Lucas Calixto, a Brazilian immigrant who filed a lawsuit against the Army last week. Since this country has been so good to me, I thought it was the least I could do to give back to my adopted country and serve in the United States military.

Some of the service members say they were not told why they were being discharged. Others who pressed for answers said the Army informed them theyd been labeled as security risks because they have relatives abroad or because the Defense Department had not completed background checks on them.

Spokespeople for the Pentagon and the Army said that, due to the pending litigation, they were unable to explain the discharges or respond to questions about whether there have been policy changes in any of the military branches.

Eligible recruits are required to have legal status in the U.S., such as a student visa, before enlisting. More than 5,000 immigrants were recruited into the program in 2016, and an estimated 10,000 are currently serving. Most go the Army, but some also go to the other military branches.

To become citizens, the service members need an honorable service designation, which can come after even just a few days at boot camp. But the recently discharged service members have had their basic training delayed, so they cant be naturalized.

Margaret Stock, an Alaska-based immigration attorney and a retired Army Reserve lieutenant colonel who helped create the immigrant recruitment program, said shes been inundated over the past several days by recruits who have been abruptly discharged.

All had signed enlistment contracts and taken an Army oath, Stock said. Many were reservists who had been attending unit drills, receiving pay and undergoing training, while others had been in a delayed entry program, she said.

Immigrants have been serving in the Army since 1775, Stock said. We wouldnt have won the revolution without immigrants. And were not going to win the global war on terrorism today without immigrants.

Stock said the service members shes heard from had been told the Defense Department had not managed to put them through extensive background checks, which include CIA, FBI and National Intelligence Agency screenings and counterintelligence interviews. Therefore, by default, they do not meet the background check requirement.

Its a vicious cycle, she said.

The AP interviewed Calixto and recruits from Pakistan and Iran, all of whom said they were devastated by their unexpected discharges.

Now the great feeling I had when I enlisted is going down the drain, said Calixto, 28. I dont understand why this is happening.

In hopes of undoing the discharge, he filed a lawsuit in Washington, D.C., last week alleging the Defense Department hadnt given him a chance to defend himself or appeal. He said he was given no specific grounds other than personnel security.

Calixto, who lives in Massachusetts and came to the U.S. when he was 12, said in an email interview arranged through his attorney that he joined the Army out of patriotism.

In the suit, Calixto said he learned he was being kicked out soon after he was promoted to private second class.

The Pakistani service member who spoke to the AP said he learned in a phone call a few weeks ago that his military career was over.

There were so many tears in my eyes that my hands couldnt move fast enough to wipe them away, he said. I was devastated, because I love the U.S. and was so honored to be able to serve this great country.

He asked that his name be withheld because he fears he might be forced to return to Pakistan, where he could face danger as a former U.S. Army enlistee.

Portions of the 22-year-olds military file reviewed by the AP said he was so deeply loyal to the U.S. that his relationships with his family and fiancee in Pakistan would not make him a security threat. Nonetheless, the documents show the Army cited those foreign ties as a concern.

The man had enlisted in April 2016 anticipating hed be a citizen within months, but faced a series of delays. He had been slated to ship out to basic training in January 2017, but that also was delayed.

An Iranian citizen who came to the U.S. for a graduate degree in engineering told the AP that he enlisted in the program hoping to gain medical training. He said he had felt proud that he was pursuing everything legally and living an honorable life.

In recent weeks, he said, he learned that hed been discharged.

Its terrible because I put my life in the line for this country, but I feel like Im being treated like trash, he said. If I am not eligible to become a U.S. citizen, I am really scared to return to my country.

He spoke on condition of anonymity because of those fears.

Its unclear how the service members discharges could affect their status as legal immigrants.

In a statement, the Defense Department said: All service members (i.e. contracted recruits, active duty, Guard and Reserve) and those with an honorable discharge are protected from deportation.

However, immigration attorneys told the AP that many immigrants let go in recent weeks were an uncharacterized discharge, neither dishonorable nor honorable.

The service members affected by the recent discharges all enlisted in recent years under a special program aimed at bringing medical specialists and fluent speakers of 44 sought-after languages into the military. The idea, according to the Defense Department, was to recognize their contribution and sacrifice.

President George W. Bush ordered expedited naturalization for immigrant soldiers in 2002 in an effort to swell military ranks. Seven years later the Military Accessions Vital to the National Interest program, known as MAVNI, became an official recruiting program.

It came under fire from conservatives when President Barack Obama added DACA recipients – young immigrants who were brought to the U.S. illegally – to the list of eligible enlistees. In response, the military layered on additional security clearances for recruits to pass before heading to boot camp.

The Trump Administration added even more hurdles, creating a backlog within the Defense Department. Last fall, hundreds of recruits still in the enlistment process had their contracts canceled. A few months later, the military suspended MAVNI.

Republican Congressman Andy Harris of Maryland, who has supported legislation to limit the program, told the AP that MAVNI was established by executive order and never properly authorized by Congress.

Our military must prioritize enlisting American citizens, and restore the MAVNI program to its specialized, limited scope, he said.

Non-U.S. citizens have served in the military since the Revolutionary War, when Continental soldiers included Irish, French and Germans. The U.S. recruited Filipino nationals to serve in the Navy in the 1940s, and worked to enlist Eastern Europeans in the military over the next decade, according to the Defense Department.

Since Sept. 11, 2001, nearly 110,000 members of the Armed Forces have gained citizenship by serving in the U.S. military, according to the Defense Department.

Many service members recruited through the program have proven to be exemplary. In 2012, then-Sgt. Saral K. Shrestha, originally from Nepal, was named U.S. Army Soldier of the Year.

In general, the immigrant recruits have been more cost-effective, outperforming their fellow soldiers in the areas of attrition, performance, education and promotions, according to a recently released review by the RAND Corporation, a nonprofit research institution.

The AP spoke with a 26-year-old woman from Dominica who said she proudly enlisted in the immigrant recruitment program in 2016 while earning her nursing degree. She said she drilled each month with her reserve unit, which gave her an award, and had been awaiting a date to start basic training.

But in March, she said she looked up her profile on an Army portal and saw that the section about her security eligibility was marked loss of jurisdiction, with no further explanation. The next month, her attorney said she found the reservists name listed as unsuitable on a spreadsheet created by the Defense Department.

The reservist, who spoke on condition of anonymity because of concerns about her legal standing, said she received additional paperwork last month that indicated her case is awaiting a final decision.

I have always been a good soldier and have always done what they ask me to do, she said. I got into debt when I joined the Army because I cant work legally but, financially, I cant survive anymore. I dont want to give up because I genuinely like being in the Army. But I dont know who to turn to.

In recent years, a group of attorneys have been fighting to keep their recruited immigrant clients eligible for naturalization as delays have mounted. Some have been successful, including nearly 50 recruits who were granted a type of temporary status while their background investigations are being completed.

Some of our clients have finally emerged through the system and at least are doing basic training, said Donald Friedman, a Washington attorney with Perkins Coie.

John Towles, Director of National Security and Foreign Affairs for the Veterans of Foreign Wars spoke about the news.

The VFW requires that all of our members be U.S. citizens, either born or naturalized in the United States; however, our own legislative director immigrated to the United States from El Salvador as a child and became a U.S. citizen prior to serving in the Marine Corps, Towles said.

Towles says the department respects all who serve, regardless of their birthplace.

The VFW advocates for a swift and lethal forceand we hold in the highest regard the men and women who raise their right hand to voluntarily protect our nation from threats, regardless of where they were born, Towles said.

He issued the following statement on behalf of the department.

From the Revolutionary War to current day, immigrants have shed blood, sweat, and tears for this nation. Between 2001 and 2015 alone, the USCIS naturalized 109,321 service members, many who joined knowing that they may not make it home from Iraq or Afghanistan. On one hand, the DOD is stating that the recruits are being discharged as a result of not meeting certain security requirements. On the other hand, some of these service members already have two years ofcredibleservice and are being given an uncategorized discharge. Ultimately, we dont know what we dont know and the VFW does not have enough information to come to a conclusion about this situation at this time.

Copyright 2018 KCTV (Meredith Corp.) and the Associated Press. All rights reserved.

Juvenile charged in connection to shooting, killing Lees Summit man in Independence

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Two people died in a crash on Saturday night while attempting to get away from police.

Two people died in a crash on Saturday night while attempting to get away from police.

A lip sync battle among police departments has swept social media in the U.S., with a Georgia force answering the call.

A lip sync battle among police departments has swept social media in the U.S., with a Georgia force answering the call.

Performance Measures

NOTE: MAKE SURE BULLETS REFLECT YOUR NCO.This guide isnt intended to be a source of cut and paste bullets for you to simply check the block on an evaluation.  Instead, these examples are intended to get you, the Rater, to break your writers block and create unique bullets for your NCO.

Due to the unique nature of the attributes and competencies, some bullets might be a fit for more than one location.

PART IV PERFORMANCE EVALUATION, PROFESSIONALISM, ATTRIBUTES, AND COMPETENCIES (DA PAM 623-3, Table 3-9)

Rated NCO fails to meet or maintain the required Army standards and organizational goals of leader competencies and attributes; does not enforce or meet the standard for the unit or those in his/her charge; exhibits/displays minimal or no effort; actions often have a negative effect on the mission, their Soldiers, the unit, and the Army.

Bullets: Click Here to Open/Close• displayed a lack of sound judgment during off duty hours; resulted in an inappropriate personal relationship with a subordinate/Soldiers arrest

• failed to actively participate in a several platoon AARs by refusing to acknowledge the need to improve performance after several training event

• failed to understand the actions required to ensure proper accountability of assigned equipment after multiple training and counseling sessions

• makes unnecessary hasty decisions without consideration of effects; frequently changes original decisions due to lack of foresight and application of proven methods

• demonstrated no concern for security and accountability of sensitive items by abandoning and leaving them unsecured for several days

• failed the promotion board due to an inability to interpret situational questions presented by the board panel

• lacked critical thinking affecting units shaping operations; contributed to organizations inability to fully complete assigned tasks and missions

• failed to meet required training requirements to attend Warrior Leader Course/Senior Leader Course/Advanced Leader Course

• failed to follow orders which led to loss of security clearance; resulted in an undermanned section unable to meet its mission

• unable to adapt to the dynamic scenarios during NTC Rotation xx-xx, consistently leading to the destruction of his vehicle during force-on-force engagements

• lacks the capacity and aptitude to contribute to better the team

• displayed poor judgment during off duty hours; resulted in Soldiers arrest

• lacks respect for chain of command and needs improvement in peer communication

• failed to actively participate in a several platoon AARs by refusing to acknowledge the need to improve performance after several training event

• lacked the expertise to train his subordinates on basic, skill level 1 demolition task during Sergeants Time Training

• failed to understand the actions required to ensure proper accountability of assigned equipment after multiple training and counseling sessions

• failed to certify on respective Field Artillery Weapons Systems

• demonstrated a lack of technical proficiency during Field Artillery Crew drills; resulted in an inability to supervise and manage subordinates

• makes unnecessary hasty decisions without consideration of effects; frequently changes original decisions due to lack of foresight and application of proven methods

• failed to attain crew level certifications in Ballistic Missile Alert Drills due to conceptual failure to process, determine flight profiles, and adapt to changing scenarios

• demonstrated a lack of technical proficiency as a Team Leader during MO&E and Missile Reload drills; resulted in an inability to supervise and manage subordinates

• makes unnecessary hasty decisions without consideration of effects; frequently changes original decisions due to lack of foresight and application of proven methods

• failed to adequately develop and lead subordinates to conduct routine task

• rigid mindset unopened to new thinking

• fails to commit to Army principles of leadership

• unable to provide rational persuasion within Army Leadership

• lack intellectual capacity to move organization forward

• lacks self-awareness and tact when interacting with superiors and subordinates

• failed to grasp fundamentals of reconnaissance during NTC Rotation 3-14; unable to avoid decisive contact and answer commanders PIR

• unable to adapt to the dynamic scenarios at NTC Rotation 4-15 which consistently lead to the destruction of his vehicle during force on force engagements

• demonstrated a lack of proficiency in technical aspects of tank gunnery resulting in an inability to train tank crew effectively and failure to qualify Tank Table VI

• hesitated in taking the appropriate actions or grasping new ideas when in unfamiliar situations

• displayed inappropriate behavior and a lack of tact when interacting with peers and superiors on numerous occasions

• demonstrated no concern for security and accountability of sensitive items by abandoning and leaving the unsecured for several days

• does not utilize time to improve knowledge of MOS related skills to become an efficient leader

• undermines what it means to be a Soldier, let alone a leader

• Soldiers inability to execute a systematic search pattern resulted in his failure to certify with his assigned Military Working Dog

• failed to perform proper search of newly confined prisoner allowing contraband items to enter the correctional facility

• failed to identify, collect, and safeguard crucial evidence in an investigation which has a negative impact on the resolution of the case

• demonstrated a lack of proficiency in technical aspects of job; resulted in an inability to supervise and manage subordinates effectively

• demonstrated lapses in self-awareness when interacting with others; displayed inappropriate behavior and a lack of tact on numerous occasions

• scored 1+/1+ on the Defense Language Proficiency Test (DLPT) in primary language; failed to meet the Army standard of 2/2

• demonstrated a lack of proficiency in technical aspects of job; resulted in an inability to supervise and manage subordinates effectively

• demonstrated lapses in self-awareness when interacting with others; displayed inappropriate behavior and a lack of tact on numerous occasions

• Soldier under-achieved during rating period, resulting in mission failure

• failed to step up in the absence of the NCOIC: refuse to take charge

• lacks enthusiasm and has no pride in performance

• Soldier under-achieved during rating period, resulting in mission failure

• failed to assume duties and responsibilities as a NCO in the absence of the NCOIC

• demonstrated a lack of instrumental proficiency as validated by his last AMPA audition assessment

• failed his promotion board due to his inability to interpret situational questions presented by the board panel

• unwilling to apply himself in seeking civilian educational opportunities

• degraded local community relations; lacked ability to interact and associate with district officials; failed to demonstrate basic recruiting core competencies; not self-aware

• used poor judgment; misguided Soldiers and their Family members during reenlistment interviews; deteriorated units ability to achieve reenlistment objectives

• lacked critical thinking affecting units shaping operations; contributed to organizations inability to fully complete assigned tasks and missions

• failed to prepare for Advanced Leaders Course

• failed to achieve minimum standards in two functional courses

• failed to obtain a license on squad assigned equipment in preparation for two separate exercises

• failed to meet required training requirements to attend Warrior Leader Course

• failed to maintain security of $300K of Category I munitions; was ineffective in his inability to perform duties as an Ammunition NCO

• showed poor judgment when he attempted to navigate river bed with a non-tactical vehicle

• unwilling to share knowledge and experience; failed to mentor subordinate Soldiers

• failed to follow orders which led to loss of security clearance; resulted in an undermanned section unable to meet its mission

• demonstrated little regard for the security and accountability of sensitive items during deployment

• unable to comprehend the basic skills task in order to train squad

• makes poor choses that lead to constant supervision and lose of supervisor confidence

• decision thought process is on par with a Soldier of much lesser grade and service

• failed to embrace change; was counseled several times on adherence to maintenance safety SOPs

• degraded maintenance support capabilities within the section due to lack of technical proficiency

• displayed a lack of sound judgment during off duty hours; resulted in an inappropriate personal relationship with a subordinate

Rated NCO successfully achieves and maintains the required Army standards and organizational goals of leader competencies and attributes; effectively meets and enforces the standard for the unit and those in his/her charge; succeeds by taking appropriate initiative in applying the leader competencies and attributes; results have a positive impact on the mission, their Soldiers, the unit, and the Army; this level of performance is considered normal and typically demonstrated by a majority of NCOs of the same grade.

Bullets: Click Here to Open/Close• consistently demonstrates complete understanding by injecting the right amount of problem solving abilities

• assumed the responsibilities of Section Sergeant and Tank Commander for a week; demonstrated impeccable devotion to duty and welfare of his Soldiers

• earned the Company Long Shot Award for destroying one tank over 4800 meter from battle position during company CCTT training exercise

• achieved positive results when confronted with major responsibilities and limited resources; willing to undertake new and untested approaches

• technical knowledge of the BFV led to his crew firing Distinguished during Table VI

• demonstrated understanding of his assigned crew-served weapon by teaching the correct application of fires to his gun team

• trusted to operate independently with minimal supervision due to demonstrated ability to use sound judgment and adaptive solutions to facilitate task completion

• presents sound, logical recommendations on improvements to doctrine and tactics to evaluators and peers in a positive, constructive manner

• promotes a proactive approach to education; all Solders in the section have completed SSD and are actively attaining civilian education and technical credentialing

• completed xx semester hours of college maintaining a GPA of 3.x or above

• coordinated afternoon college courses; resulted in Soldiers earning xx hours of college credit

• selected as the brigade Soldier of the Year over xx other candidates

• extraordinarily proficient Operations NCO; provided mission command support to BDE S3 shop in first field training exercise

• led a PMI-1 team averaging 20 days per phase, 10 days less than the Army standard

• recognized opportunities and took decisive action within the commanders intent to ensure mission accomplishment during Operation Marne Thunder

• accepted challenging tasks outside his/her comfort zone; provided innovative leadership preparing BOSS events, enhancing morale for single Soldiers across the installation

• selected as primary PMI instructor for xx personnel on M16A2 rifle; led to 100% qualification in preparation for upcoming deployment

• displayed high technical and tactical proficiency; maintained xx% equipment readiness rate for 12 consecutive months

• displayed tactical patience during a live-fire STX lane resulting in the successful destruction of x enemy obstacles

• exhibited excellent interpersonal tact when dealing with others; led to proper identification of problems, formulation of solutions to resolve issues and concerns

• managed the JPAS records database for the Soldiers and Civilians throughout the Directorate of Training

• cost-conscious NCO who executes new maintenance procedures; saved the unit more than $xK in equipment repairs

• received the hardest missions to take advantage of his advanced problem solving abilities

• consistently demonstrates complete understanding by injecting the right amount of problem solving abilities

• technical knowledge of the BFV led to his crew firing Distinguished during GT VI

• displayed tactical patience during a live-fire STX lane resulting in the successful destruction of five enemy obstacles

• demonstrated understanding of his assigned crew-served weapon by teaching the correct application of fire to his gun team

• possess the technical understanding of advanced grader operations resulting in the completion of the final grade of a 80 x 800 tactical airstrip within the critical path timeline

• trusted to operate independently with minimal supervision due to demonstrated ability to use sound judgment and adaptive solutions to facilitate task completion

• presents sound, logical recommendations on improvements to doctrine and tactics to evaluators and peers in a positive, constructive manner

• promotes a proactive approach to education; all Solders in the section have

• completed SSD and are actively attaining civilian education and technical credentialing

• selected for the Audi Murphy/Sergeant Morales Board

• displayed sound health, strength, and endurance that support emotional health

• displayed composure, confidence, and mission-focus under stress

• embraced the standards of physical fitness for self and subordinates

• executed all components of PRT with vigor and individual toughness-

• developed resilient leaders to handle complex challenges within the organization

• recognized opportunities and took decisive action within the commanders intent to ensure mission accomplishment during Operation Marne Thunder

• showed keen sense of awareness that allowed him to recognize changing conditions and create opportunities to accomplish reconnaissance missions during NTC Rotation

• overcame fire control malfunctions by applying corrective actions to qualify his tank during Operation Ivy Thunder

• displayed the mental toughness and stamina to deal with any situation

• managed the JPAS records database for the Soldiers and Civilians throughout the Directorate of Training

• completed 12 semester hours of college maintaining a GPA of 3.5 or above

• Soldiers understanding of the Principals of Conditioning (Animal Psychology) enabled him to resolve a training deficiency and certify with his assigned Military Working Dog

• zealous criminal investigator who personally investigated 70% of the offices Serious or Sensitive Incidents resulting in a 95% solve rate

• maintained custody and control of more than 80 prisoners assigned in housing unit with zero incidents

• completed apprentice period to become an accredited Special Agent in the allotted time

• scored 2/2 on the Defense Language Proficiency Test (DLPT) in primary language; met the Army standard in a Category IV language

• completed 12 college semester hours with a 3.0 GPA

• completed Structured Self Development (appropriate level)

• meticulously ensured over _____IDOC action were processed without error

• developed numerous SOP that was effectively used by Soldiers for accomplishment of daily missions

• selected as the FM Representative for Army Level Symposiums

• earned a C-1 ASI validating his exceptional MOS proficiency; easily exceeds APMA standards which set himself apart from many of his peers at his grade

• superbly represented the Army while serving as musical clinician at the local High School in support of the Army Recruiting effort

• graduated number XX from the USAREC guidance counselor course; demonstrated flawless sound judgment; decreased erroneous enlistments by XX% for FY XX

• accepted challenging tasks outside (his/her) comfort zone; innovative leadership prepared unit BOSS events enhancing morale for single Soldiers across the installation

• anticipated changing conditions effectively; engaged multiple approaches to adapt and overcome obstacles; achieved assigned brigade retention missions for FY XX

• coached and mentored three NCOs on the proper operation and maintenance of the Haglund Cranes on the LSMR

• provided seamless in-transit visibility for over 100 pieces of unit cargo during deployment to Alaska

• awarded a technical certification as a Certified Associate in Materials Handling (CAMH) for excellence in the operation of the KALMAR RTCH

• maintained proper security of Category I and Category II munitions valued at over $6M during deployment exercise

• coordinated and assisted in the units change of command inventories with zero discrepancies while serving as an EOD Team Member

• planned, coordinated, trained, and certified the 44 Soldiers on HEAT and call for fire with 100% success rate for pre-deployment to OEF

• selected as primary PMI instructor for 93 personal on M16A2 rifle; led to 100% qualification in order to better prepare for upcoming deployment

• arranged and managed transfer of four STAMIS systems in the Battalion to individual parent units giving the capabilities to deploy as separate elements

• coordinated afternoon college course; resulted in Soldiers earning 14 hours of college credit

• mastered the task assigned in GCCS-A; sought out to help others

• determined the main cause of the fuel system failure by listening to the malfunctions

• selected as the brigade Soldier of the Year over 12 other candidates

• displayed high technical and tactical proficiency; maintained 90% equipment readiness rate for 12 consecutive months

• exhibited excellent interpersonal tact when dealing with others; led to proper identification of problems, formulation of solutions to resolve issues and concerns

• created electronics maintenance parts accountability program that increased equipment repair efficiency by 10%

Bullets: Click Here to Open/Close• demonstrated a lack of basic MOS technical ability resulting in failure to train subordinates

• failed to identify proper safe area during demolition operations; resulted in $x K damage

• demonstrated lapses in self-awareness; displayed inappropriate behavior and lack of tact on numerous occasions

• lacked the expertise to execute his duties; his indifference in seeking out knowledge led to a lack of trust from subordinate leaders

• section failed the evaluation due to an outdated and ineffective training program; failed to keep current on equipment software modifications

• relieved as PSG for inability to follow commanders intent/anticipate enemy movement; failure to reposition his platoon allowed enemy to flank and destroy the company

• consistently failed to adapt to dynamic scenarios during NTC Rotation xx-xx; made poor tactical decisions during force-on-force engagements

• continually struggles to take appropriate actions when faced with new ideas or in unfamiliar situations; unable to integrate enablers to support mission

• failed to discern the intentions or motives of coalition/host nation allies while participating in negotiations during Operation _____

• lacked interpersonal tact; displayed a combative attitude; degraded the camaraderie and esprit de corps of the organization through his actions

• displayed poor leadership ability; failed to set the example for peers and subordinates through unlawful use of alcohol in a deployed environment

• made poor personal choices which set the conditions for a catastrophic event affecting his personal life, duty performance, and unit readiness

• demonstrated a lack of self-awareness while using profanity in public places; lack of knowledge hinders ability to make decisions

• exhibited inferior proficiency levels and technical aspects of his/her position; induced units inability to achieve desired results

• lack of technical proficiency degraded maintenance support capabilities within the section

• displayed a lack of sound judgment during off duty hours; which resulted in a conviction for driving under the influence of alcohol

• lacks the capacity and aptitude to contribute to better the team

• demonstrated a lack of proficiency in technical aspects of job; resulted in an inability to supervise and manage subordinates effectively

• demonstrated lapses in self-awareness when interacting with others; displayed inappropriate behavior and a lack of tact on numerous occasions

• unable to make a decision without being presented all the facts; his reluctance to execute in the absence of information contributed to mission failure

• lacked the expertise to execute his duties; his indifference in seeking out knowledge led to a lack of trust from subordinate leaders

• lacks self-control when addressing subordinates; this created an environment of hostility and a lack of trust

•sections failed to pass the evaluation due to an outdated and ineffective training program; failed to keep current on equipment software modifications

• demonstrated a lack of proficiency in tactics as evident in the units RSOP failing to pass the MRE twice

• makes poor decisions; resistance to change facilitated a failure to adapt TTPs derived from lessons learned resulting in poor results during the units NTC rotation

• TCS crews failed to pass the SPEAR evaluation due to an outdated and ineffective training program; failed to keep current on equipment software modifications

• demonstrated a lack of proficiency in tactics as evident in the units RSOP failing to pass the MRE twice

• makes poor decisions; resistance to change facilitated a failure to adapt TTPs derived from lessons learned resulting in poor results during the units NTC rotation

• failed to perform maintenance workflow IAW known standards

• failed to progress his/her Soldiers to achieve RL progression in the allotted time

• failed to process air mission request through joint headquarters which lead to displaced aircraft and asset retrograde

• relieved as PSG for inability to anticipate enemy movement and reposition his platoon; failure to follow commanders intent allowed enemy to flank and destroy the company

• consistently unable to adapt to the dynamic scenarios at NTC Rotation 4-15; made poor tactical decisions during force on force engagements

• demonstrated a lack of proficiency in technical aspects of tank gunnery resulting in an inability to train tank crew effectively and failure to qualify Tank Table VI

• continually struggles to take appropriate actions when faced with new ideas or in unfamiliar situations; unable to integrate enablers to support mission

• failed to discern the intentions or motives of coalition/host nation allies while participating in negotiations during Operation Desert Cactus

• failed to learn the updated 25B POI; poor presentation and explanation of information resulted in his students receiving the lowest test scores for the cycle

• demonstrated the lack of ability to make decisions in the absence of orders; lacks initiative

• undermines what it means to be a Soldier, let alone a leader

• lacked interpersonal tact; displayed a combative attitude; degraded the camaraderie and Esprit De Corp of the organization through his actions

• irresponsible actions resulted in the loss of his credentials from his Privately Owned Vehicle while on leave

• failed in judgment during a meeting with US Secret Service by making inappropriate comments, which resulted in being asked not to return to any future meetings

• failed to follow prisoner accountability procedures, resulting in a prisoner escaping from his assigned area

• failed to meet the minimum requirements on a written exam resulting in the dismissal from the Senior Leaders Course

• displayed poor leadership ability; failed to set the example for peers and subordinates through unlawful use of alcohol in a deployed environment

• her kennels were unsatisfactory on the Annual Kennel and Inspection Assessment (AKIA)

• does not possess ability to make sound decisions when interacting with uncooperative prisoners

• made poor personal choices which set the conditions for a catastrophic event which effected his personal life, job performance, and unit readiness

• failed to successfully perform the (XXXX) duties of Military Working Dog Program Manager

• failed as a First Sergeant to properly counsel Soldiers monthly that were enrolled in Amy Body Composition Program

• scored 1+/1+ on the Defense Language Proficiency Test (DLPT) in primary language; failed to meet the Army standard of 2/2

• demonstrated a lack of proficiency in technical aspects of job; resulted in an inability to supervise and manage subordinates effectively

• demonstrated lapses in self-awareness when interacting with others; displayed inappropriate behavior and a lack of tact on numerous occasions

• lack of knowledge hinders ability to make decisions

• failed to take charge in the absence of superiors

• unable able to separate personal views from facts, beliefs and assumptions

• unable to multitask in a high OPTEMPO area, due to lack of knowledge

• failed to assume duties and responsibilities as a Senior NCO in the absence of superiors

• as a senior leader, he demonstrated a lack of basic MOS technical ability which is paramount to maintain as an senior Army musician

• displayed a lack of communication skill while addressing groups of Soldiers

• demonstrated a lack of self-awareness while using profanity in public places

• closed mind inhibited the personal growth and professional development of those supervised; not open to cultural diversity

• exhibited inferior proficiency levels and technical aspects of (his/her) position; induced units inability to achieve desired results

• used poor judgment during the rated period; removed as the Senior Career Counselor; impeded units capability to accomplish retention goals

• failed to prepare for Advanced Leaders Course

• failed to achieve minimum standards in two functional courses

• 85% of the NCOERs written within the company are returned by the battalion CSM for administrative errors

• failed to use sound judgment; violated Article 128 of UCMJ

• failed SLC; inefficient in his inability to perform duties making him ineffective as an NCO

• failed to identify proper safe area during demolition operations; resulted in $56K worth of damage to EOD response vehicle and inability of unit to respond to UXO incidents in the state of ________

• failed to understand the importance of his duties, took advantage of every situation to avoid responsibility

• wasted unit rations during FTX, resulting in a $2K FLIPL

• displayed a lack of respect for superiors, creating dissention in ranks lowering unit morale

• failed to respond to counseling; makes no effort to corrective deficiencies

• executed task to the lower skill level for grade; failed to respond to retraining

• does not have the skills to interact with groups larger than two

• Soldier does not prove proficiency at current skill level

• just filling the slot with no intentions of improving the team and/or unit (currently working above his/her mental capacity)

• failed to update internal and external electronic maintenance SOPs; his shop received a needs improvement rating during division CIP

• degraded maintenance support capabilities within the section, as a result of his lack of technical proficiency

• displayed a lack of sound judgment during off duty hours; which resulted in a conviction for driving under the influence of alcohol

• demonstrated no concern for security and accountability of sensitive items

• unable to train others due to his lack of knowledge in his occupational specialty

• displayed poor judgment in failing to report a Soldier AWOL after the Soldier had been gone for four days

• lacks desire to work with and train Soldiers

Bullets: Click Here to Open/Close• completed xx college semester hours toward a(n) associates/bachelors/masters degree in _____ with a x.x GPA

• recognized opportunities and maneuvered his platoon within the commanders intent to ensure destruction of six OPFOR vehicles during movement to contact

Army Promotion Point System Breakdown

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Army Promotion Point System Breakdown

You are accessing a U.S. Government (USG) Information

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Army Enlisted Rank Promotion System Breakdown

Feb 2, 2018…Here is thebreakdownof the Enlisted Promotion Regulation … Civilian Education (maximum 100 points)TheArmygivespromotion pointsfor…

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Dec 23, 2015…TheArmywill retain an 800-pointformat for the worksheet, but will eliminatepointsfor NCOES courses, as these are nowpromotion…

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Jan 8, 2018…If that soldier is notpromotedat thatpoint, they will hit the primary zone …ArmyForce Generation, asystemthat assigned soldiers to units all at…

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