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My name is Capt Mary Bella and I am writing on behalf of SPC Joe J. Smith. Spend some time thinking this through so that you can come up with material that will cast doubt on the charges. Since assuming command, CPT Holmes improved morale by developing an effective rewards program resulting in 15 Achievement Medals, 8 Driver's Badges, and numerous coins and COA's. I am SSG Ricky Bobby and am writing on behalf of CW3 Walker Texas-Ranger. Officers projecting five-to-10 years into the future tend to lose sight of the criticality of their current performance, which jeopardizes growth potential. However, with our pre-built online templates, everything gets simpler. NAME:! Finally, the remaining branch-immaterial jobs are filled. Thanks! November 8, 2021. by Ashley Welte. Should only be used for: The best Most Qualified (MQ) reports within a mature profile Highly Qualified (HQ) reports that follow an MQ for same rated officer with discretion, for the very best officers with HQ reports in small To achieve desirable career outcomes, an officer must consider the following 10 aspects. 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. Serving in the Army is a great opportunity, but it represents a short time in our lives. CW3 Texas-Ranger fortified the image of the Leader I knew him as during AIT, as he continuously mentored Soldiers at all echelons. Intermediate Rater Qualifications. Soldiers need their raters to transparently communicate how their performance and potential will be evaluated. Field grade officer are rated on what form? During my time at HRC, I learned many things about field-grade officer career progression that I want to share. (See figure 1.) He has not received any kind of discipline here in our work center, not even a verbal counseling. Achieve partnered with OER Commons to develop an online evaluation tool t o allow users to apply these rubrics and evaluate the quality of instructional resources. Closing. While TDY with her at Ft Meade, I had the opportunity to witness her instructing other NCOs about the GTC, its purpose, and its proper use. 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. Career Field Designation Boards are being conducted annually, promotion and selection boards are being conducted by career field, some concerns over the Officer Evaluation Report have been addressed, and time in branch qualification positions for majors and associated stability is at an all time high. In regards to this situation, I can tell you that this was a one-time mistake and out of character for her. Get some sleep. Leadership is more than knowing where you are, where you want to go, and how you are going to get there. $84 million contract awarded for Excalibur replenishment, Army initiates corrections to criminal database, Army officer part of newly resumed cooperation for International Space Station, Chief Warrant Officer 3 Sarah Stone is just one of four, Army CIO speaks at Army Europe and Africa 2022 Cybersecurity Summit, Transcript: Media Roundtable with Mr. Douglas Bush, ASA for AL&T, July 27, 2022, Transcript: Media Roundtable with Dr. Raj Iyer, Army Chief Information Officer, and LTG John B. Morrison, Jr., Army Deputy Chief of Staff G-6 June 09, 2022, Army Inspector General starts New Soldier Experience inspection, Vietnamese-American service members parallel paths to the American dream, Bengali chief warrant officer finds the American dream through serving, U.S. Army STAND-TO! 15 Rater Assessment: Field Grade Form Narrative comments focused on performance in line with field grade competencies and attributes Limited to 5 lines of text Performance based assessment; no comment on potential d2. This can be hard because you have limited space, so focus on the facts. 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. He does so without question. What I have personally witnessed of SGT Jones' character does not indicate a person that poses a threat to the professional image and integrity of our Army. He doesn't like confrontations and will avoid them if at all possible. I have worked with SPC Morrison (as a co-worker and now as a supervisor) for almost two years and in that time I have never seen him lose his temper or even raise his voice to anyone. In summary, I am surprised to learn of the behavior SPC Morrison is charged with. The way officers perform far outweighs their assigned positions. Leaders should expect the MER approximately six months before the cycle opens. Covey's third principle, which he calls "put first things first," helps leaders to discern urgency from importance. Not once did he complain about making telephone calls, visiting high schools, or area canvassing the streets and Subways of Brooklyn, NY. The investigation came as quite a surprise to me, as CW3 Texas-Ranger has never portrayed a Soldier that would derelict his personal or professional responsibilities. And the members who will be judging the case don't care if you use bad grammar. Senior Rater Bullet Comments; what is best for promotion boards? Ask the subject of the character statement if they have any information that could help project a positive image such as a list of accomplishments, organizations that he or she belongs to, or any other relevant information. I was previously assigned to Chaos Company, 3rd Battalion, 54th Infantry Regiment as the Senior Drill Sergeant of 4th Platoon and assisted in the activation of the Battalion and the 197th Infantry Brigade. Although I was not his direct supervisor, I worked closely with him for over 16 months. Your statement will represent both you and the subject and its appearance will have some influence. 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. - Achieves. Unequivocally, all fiscal year 2017 lieutenant colonel selectees had at least one "most qualified" officer evaluation report (OER) during their key developmental (KD) positions. I first met CW3 Texas-Ranger in August 2004, when he served as an AIT Drill Sergeant at Ft. Gordon, GA. CW3 Texas-Ranger was never assigned as my Drill Sergeant or Senior Drill Sergeant. If he has a concern regarding a task I've given him, he requests clarification. To achieve desirable career outcomes, an officer must consider the following 10 aspects. If someone has been accused of insubordination, a character statement for that person should address your direct knowledge of that person's respect for authority and willingness to follow orders with examples if possible. Leading includes inspiring others to take the journey with you. Senior leaders play a critical role in managing talent across the organization, and your reputation will make the difference during the process. 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 . For example: OUTSTANDING LEADER: Lead a 25 man platoon into Afghanistan for a 60 day security mission. The documents hosted in the ACO Learning Center come from various sources. Talent management must be viewed holistically. My name is SSG Wayne and I am SPC Morrison's supervisor. LEAD. HRC intends to publish responses, which PPTO will forward when available. The number one rule is that as your performance changes, so should your future goals. I am going to make some assumptions here based on the question and it being the first using the field grade OER template. For example, assuming there is nothing unusually good or bad to say about an officer, what have you put down for Character and . Make it as presentable as possible. What are best command practices for closing down battalions? Use plain bond paper and the official memorandum format. DA FORM 67-10-2 - Example - Presence. The reader will automatically assign a certain level of credibility to the letter based on the relationship. Currently there are two cycles: the 01 cycle, which runs from Oct. 1 through March 31, and the 02 cycle, which runs from April 1 through Sept. 30. In my professional opinion, SSgt Trejo has always confidently displayed what it means to be a U.S Marine. 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. What is the form number OER for Company grade officers? o motivated and challenged peers through leadership by example. SSN#(or#DOD#ID#No.)! 45-https://armypubs.army.mil The MSAF programs was eliminated June 08. Expressing a willingness to go further in defense of the subject by providing a phone number or offering to show up at any hearing will double the letter's effectiveness. He holds a master's degree from the School of Advanced Military Studies. Contributions are moderated and will not show up until reviewed. Nominative assignments are continual and do not necessarily align with a specific cycle. Some of these are more obvious than others, but some are not so much. During this rating period, CPT Holmes has demonstrated that he is an excellent Officer and company commander. Essentially, this is an algorithm, and step one must be accomplished before step two is initiated. FIELD GRADE PLATE (04 For use of this form, a. 2. Your narrative is important, and developing a proper network will aid in transmitting your goals and desires. CW3 Texas-Ranger never failed to uphold the Army Values and consistently embodied technical and tactical proficiency. He will be grateful for any effort on his behalf. This is the most important promotion statistic about going from major to lieutenant colonel. To me the rater and senior rater are there to make sure the self evaluation stays honest. Bottom third officers are at risk for having promotion denied and basically have no chance of selection for battalion command. Combat training center and joint assignments represent the next target. HRC will serve as the final adjudicator, but the units' input combined with the officer's skill set are large parts of the assignment decision process. As a point of clarity, units and officers must understand that vacancies do not equate to validated fills. I have been in the Army for over 11 years and I am currently the NCOIC of Personal Property at the Installation Transportation Office. Officers are encouraged to start expanding their networks early in their careers to achieve their goals. Thanks! SUBJECT: Character Statement for SGT Jones. The Army has plenty of assignment opportunities other than brigade combat teams, and these opportunities need solid performers. 3. He was always well groomed and his uniforms were always Inspection Ready. If you are called on to write a character statement on someone's behalf, make sure what you write is 100% factual. (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. Assignment officers, on the other hand, are responsible for locating the right officer available to fill the identified vacancy. The guides explain the rules for comments, narratives and bullets found in AR and DA PAM 623-3 (to include prohibited and negative comments/bullets), and gives examples of narrative comments (individual sentences that can be combined to form a narrative) and bullets. DSN 530-XXXX. 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 . Leadership. Organizations should communicate routinely with their assigned account managers in order to effectively influence the process. I have been informed by SGT Jones about the situation that she is currently in. Officers with Exceptional Family Member Program or Married Army Couples Program situations are assignment officers' first priority. My impression of his tactical and technical knowledge was that of a senior NCO. In addition to limiting promotion potential, a negative OER can trigger the Army Officer Elimination process.. - Develops. Generally, the rule of thumb is that officers should have two OERs in a KD position. Normally a single paragraph that reinforces your belief in the subject and summarizes your statement. All officers need an advocate to portray their narrative during the assignment process. They have a total of 22 years in Major key development positions . Rated officers or NCOs should not write their own evaluations, period. Not all officers are interested in being nominated for special assignments; this desire must be communicated to the assignment officer in order to avoid potential friction. PERIOD'COVERED:'''!FROM%(YYYYMMDD)!THRU%(YYYYMMDD)! RYAN P. FASANO SSgt Trejo is an outstanding leader and I would be honored to serve with him again. Contributions are moderated and will not show up until reviewed. Assignment officers typically serve on the desk for two years or four assignment cycles. While these are effective and canonical definitions, there was just more I expected. 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. My name is Gunnery Sergeant DeKinderen, Todd M., the 1st Marine Expeditionary Force (I MEF) G-3 Headquarters SNCOIC. 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.