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Evaluation System Rater and Senior Rater. Evaluations system facts Role of the Senior Rater Role of the Rater Rater Philosophy How to Assess Attributes.

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Presentation on theme: "Evaluation System Rater and Senior Rater. Evaluations system facts Role of the Senior Rater Role of the Rater Rater Philosophy How to Assess Attributes."— Presentation transcript:

1 Evaluation System Rater and Senior Rater

2 Evaluations system facts Role of the Senior Rater Role of the Rater Rater Philosophy How to Assess Attributes and Competencies (CAL) Rater and Senior Rater Assessment Support Form Attributes and Competencies Narratives (Company Grade Form) Overall Performance Narrative Rater Box Check Defined Rater Profile Management Senior Rater Profile Management Outline 16

3 Purpose: Identify Army’s best performers and those with the greatest potential  Requires candor and courage; frank and accurate assessment  Leaders must guard against “word inflation” The OER is an assessment tool -- the Support Form is a counseling tool  OER is a forced distribution system  Senior Rater top box (Most Qualified) restricted to <50%  Rater Left Box (Excels) restricted to <50%  Rater narrative focuses on quantifiable performance  Senior Rater narrative focuses on potential (3-5 Years)  Use the “top box” to identify your best officers and quantified narratives Commander is overall care-taker of all personnel systems Counseling is key Evaluation System Facts

4 1Sr. Rater Narrative 2Sr. Rater DA Label (& info within) 3Senior Rater Population Size 4Rater Label (& info within) 5Rater Narrative DA Photo ORB OMPF (OERs, Disciplinary Data) What do boards focus on? Promotion selection system is based on Army requirements  Boards use the Whole File Concept –Based on a series of reports –Cannot predict selection board results based on labels

5 Do or ensure: Rating schemes are published and approved one level higher Rating schemes are known by Soldiers That Raters understand, and assess performance based on ADRP 6-22 Leadership Attributes and Competencies Develop a “Rating Philosophy” and communicate it to rated officers Oversee & participate in counseling Take appropriate action with problem rating officials as necessary Know current THRU dates of reports on file Anticipate and project “next” Evaluation  Current thru date on file plus 12 months or known changes of rater  Complete the record dates for those being considered by a board Notify rating officials of upcoming Evaluations Use ERS tools & EES - track rating officials counseling and reports Follow up on receipt and processing at HRC Role of the Senior Rater

6 Raters must read, understand, and assess performance based on ADRP 6-22 Leadership Attributes and Competencies Ensure rating schemes are published and understood Provide Support Form and Counsel those you rate (mandatory) Develop a “Rating Philosophy” and communicate it to rated officers Advocate Officer to the Senior Rater Recommend future Operational and Broadening Assignments on field grade form Clearly and concisely communicate rated officer’s most significant achievements Focus on narrative comments; selection board members use the rater’s assessment in their file deliberations _________________________________ Anticipate and project future evaluations Keep senior rating officials informed of upcoming evaluations Track evaluations from submission to HRC thru completion Role of the Rater

7 Mission: Identify your best Counseling – ensure counseling is accomplished. Those that can improve will Raters decide how to assess and use of Excels indication based on performance Senior Raters decide how to assess and use of Most Qualified Based upon potential. Write well – quantify and qualify in narrative; correspond comments with box check as the system allows. Use the narrative to paint the picture Plan ahead, think series of reports (number of times you will rate an officer) 15 Developing a Rating Philosophy

8 Mentor/Develop your subordinates  Support Form (Required)- aids in defining/guiding goals and objectives tied to leadership attributes and competencies Understand how our Evaluation System works  Fairly and accurately assess subordinates  Narrative is key  Exclusive vs. Strong Narrative to describe subordinate  Quantify performance & potential…identify your best  Be Careful… What you don’t say is just as damaging as what you do say Verify/Certify your subordinates on how to assess Monitor when reports are required, that they’re submitted on time, and unit rating schemes are current and accurate (Leader responsibility)  Use Evaluations Reporting System (ERS)  Use Evaluation Entry System (EES) Evaluation System – Key Points TASK: Develop and assess Officers

9 Assessing Attributes and Competencies Linking Doctrine to Leader Development YOUR Mission: Shift from not only discussing how a Soldier “achieved” during a rating period to encompassing all the attributes and competencies desired of Soldiers as part of their overall assessment and how he/she exhibits those attributes and competencies in the performance of their duties that support your unit METL.

10 References  Army Doctrine Publication (ADP) 6.0, Mission Command presents the Army’s guidance on command, control, and the mission command warfighting function. This publication concisely describes how commanders, supported by their staffs, combine the art of command and the science of control to understand situations, make decisions, direct action, and accomplish missions.  Army Doctrine Publication (ADP) 6-22, Army Leadership, establishes the Army leadership principles that apply to officers, noncommissioned officers and enlisted Soldiers as well as Army Civilians.  Army Doctrine Reference Publication (ADRP) 6-22, Army Leadership expands on the leadership principles established in Army doctrine publication (ADP) ADRP 6-22 describes the Army’s view of leadership, outlines the levels of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies across all levels.  U.S. Army Performance Evaluation Guide ADRP 6-22 Leadership Requirements Model and Example Behavioral Indicators, Center for Army Leadership Fort Leavenworth  Your unit’s Mission and Mission Essential Task List (METL) or JMETL

11 Crosswalk

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13 Rater Counseling Responsibilities  Provide Rater’s support form along with that of the Senior Rater to the rated Soldier.  Discuss the scope of the rated Soldier’s duty description with the rated Soldier within 30 days after the beginning of the rating period. This counseling will include, as a minimum, the rated Soldier’s duty description and the performance objectives to attain. The discussion will also include the relationship of the duty description and objectives with the organization’s mission, problems, priorities, and similar matters.  Counsel the rated Soldier - gives the rated Soldier a guide for performance while learning new duties and responsibilities  Assess the performance of the rated Soldier, using all reasonable means, to include personal contact, records and reports, and the information provided by the rated officer How do I develop and assess leader attributes and competencies?

14 Attributes (Character, Presence, Intellect) For example: A leader of Character demonstrates: Discipline DISCIPLINE Development Need Fails to consistently adhere to rules, regulations, or standard operating procedures. Standard Demonstrates control of one’s own behavior according to Army values and obeys orderly practice of administrative, organizational, training, and operational duties. Strength Demonstrates discipline in one’s own performance and encourages others to follow good practices of discipline as well. As situations call for it, readily enforces discipline when others fail to adhere to Army Values or to other standard practices. Source: ADRP 6-22 US Army Performance Objective Assessment Guide

15 Competencies (Lead, Develop, Achieve) For example: What Builds Trust looks like: Developmental Need Inconsistently demonstrates trust. Displays respect differently to some without justification. Takes no actions to build rapport or trust with others. Fails to address problems caused by team members who undermine trust in the unit. Fails to follow through on intentions, undermining the trust others would have in this leader. Standard Establishes trust by demonstrating respect to others and treating others in a fair manner. Uses common experiences to relate to others and build positive rapport. Engages others in activities and sharing of information that contribute to trust. Strength Demonstrates trust in others when encountering new or unfamiliar situations. Bases trust on a thorough understanding of trustworthiness of others and self, Understands how much trust to project and to grant to others. No hesitation in addressing problems that undermine trust. Source: ADRP 6-22 US Army Performance Objective Assessment Guide

16 Use of Support Form is mandatory for Colonel and below and must be approved one level higher (up to 3 Star Level) Aligns with the revised OER Focuses on Attributes and Competencies IAW ADRP 6-22 Initiate and complete in the Evaluation Entry System Even though there are three different versions of the OER, there will only be one support form because attributes and competencies are not limited by grade. The support form provides 3 pages of instructions that will assist raters with completing the form, and, by extension, the OER. There is a link to the ADRP 6-22 provided on the Evaluation Entry System Landing Page that will also assist with completing the OER Support Form and the OER. Online completion allows for data import to OER OER Support Form 16

17 Part I – Rated Officer data -Part II – Rating Chain - Part III – Counseling -Part IV – Duty Title/Responsibilities - Part V – Objectives/Contributions

18 Continued linked to Attributes and Competencies - APFT Goals Support Form (Back)

19 Character – A true professional and leader, CPT Smith embodies the Army Values in all that he does. He is a caring leader who listens to Soldiers and cares for their needs. Joe tactfully instills discipline and the Warrior Ethos in his subordinates to the highest standards. He uses sound, informed judgment and upholds high ethical standards in his unit; his self-discipline, and his unit’s discipline is evidenced by his successful SHARP program. Assessment Superb performance! CPT Smith has demonstrated that he can out-perform most of the CPTs in this Battalion. His efforts resulted in a 98% operational readiness rate, and significant improvements to vehicle dispatch and safety. CPT Smith’s rare skills and abilities clearly separate him from his peers, and his demonstrated performance makes him the right choice for the difficult jobs that require innovative planning, meticulous execution, and critical or creative problem solving. A truly superior officer. Rater’s overall Performance

20 Excels = Absolute top performers Proficient = Good performers, but less than the best Capable = Meets the expectations of grade (Not referred) Unsatisfactory = Failed one or more standards (Referred)  Require OER counseling/mentorship from subordinates  Be honest and forthright in your assessments  Be prepared to explain/justify your rating  LT/WO1 reports are masked after promotion to CPT/selection to CW3 Don’t be afraid of Referred Reports Clearly articulate success and failures and explain Know your rated population, e.g., how they perform, when they are eligible for boards, when reports will be due Review rating chains regularly and ensure they are current Know your profile at all timesKnow your profile at all times Understand how to manage and maintain your profileUnderstand how to manage and maintain your profile Rater Tips

21 Selection boards should understand what input the Rating Chain is providing without having to guess Raters focus on specifics to quantify and qualify performance Raters and Senior Raters SHOULD comment on the rated officer’s abilities to execute mission command in their narrative comments. Mission command calls for leaders with the ability to build a collaborative environment, the commitment to develop subordinates, the courage to trust, the confidence to delegate, the patience to overcome adversity, and the restraint to allow lower echelons to develop the situation Senior raters need to amplify their potential box checks by using the narrative to clearly send the appropriate message to selection boards. Focus on potential (3 to 5 years; command, assignment, schooling and promotion) Cannot mention Box Check in the narrative Be careful with your narrative: - What is not said can have the same impact as what is said - Don’t say the same thing for all your people (Boards can easily detect repeated verbiage) -Avoid using the same verbiage year to year for the same officer (modified cut and paste) -Accurately and fairly assess all officers regardless of branch and functional area -Don’t be afraid of Referred Reports Evaluation Narrative

22 Rater overall assessment of rated officer’s performance compared to officers in same grade Limited to Company and Field Grade forms Rater Box Check () EXCELS (49%) e. This Officer’s Overall Performance is Rated as: (Select one box representing Rated Officer’s overall performance compared to others of the same grade whom you have rated in your career. Managed at less than 50% in EXCELS.) I currently rate____ Army Officers in this grade. EXCELS PROFICIENT CAPABLE UNSATISFACTORY Comments: X Example Rater Label: () EXCELS (49%) HQDA COMPARISON OF THE RATER’S PROFILE AND BOX CHECK AT THE TIME THIS REPORT PROCESSED PROFICIENT RO: RANK SOLDIERS NAME SSN: xxx-xx-xxxx DATE: RATINGS THIS OFFICER: R: RANK/GRADE NAME SSN: xxx-xx-xxxx TOTAL RATINGS:

23 Rater Box Check Defined Excels: Results far surpass expectations. The officer readily (fluently/naturally/effortlessly) demonstrates a high level of the all attributes and competencies. Recognizes and exploits new resources; creates opportunities. Demonstrates initiative and adaptability even in highly unusual or difficult situations. Emulated; sought after as expert with influence beyond unit. Actions have significant, enduring, and positive impact on mission, the unit and beyond. Innovative approaches to problems produce significant gains in quality and efficiency. Proficient: Consistently produces quality results with measurable improvement in unit performance. Consistently demonstrates a high level of performance for each attribute and competency. Proactive in challenging situations. Habitually makes effective use of time and resources; improves position procedures and products. Positive impact extends beyond position expectations. Capable: Meets requirements of position and additional duties. Capable of demonstrating Soldier attributes and competencies and frequently applies them; Actively learning to apply them at a higher level or in more situations. Aptitude, commitment, competence meets expectations. Actions have a positive impact on unit or mission but may be limited in scope of impact or duration.

24 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 “LOCKING” the profile indication (Locking as a Rater is the same as signing and sending to HQDA for a Senior Rater); once an indication of performance is LOCKED, the rater cannot retrospectively change mind (undo) on block check without HQDA exception to policy. LOCKING cannot be completed earlier than 14 days before the THRU Date on the Evaluation. OERs are due at HRC within 90 days after the thru date of evaluation Maintain a working copy of your rater profile and monitor for accuracy EES will have built in profile calculators. This profile calculator is your profile. It does not predict your plans. Profile calculators are provided for raters to use (example on next slide) are available on the Evaluation Webpage at HRC. HRC will explore an automated “Profile Predictor” for future release. Rater Profile Management 16

25 Rater Managed Profile Labeling Rules Rule #1: If the Rater checks “Proficient” box, then the report is always labeled “Proficient” Rule #2: If the Rater checks “Capable” or “Unsatisfactory” box, then the report is always respectively labeled “Capable” or “Unsatisfactory” - The sum of “Proficient,” “Capable,” and “Unsatisfactory” box checks should always be greater than 50% of total ratings Rule #3: If the Rater checks “Excels” box and rater’s use of “Excels” is less than 50%, then the report is labeled “Excels” - An entry of “Excels” will only be accepted if the mathematical result of the entry is less than 50% of the total number of reports rendered in that grade. Rule #4: MISFIRE – “If the Raters checks the “Excels” box and rater’s profile is equal to or greater than 50%, then the report is labeled “Proficient" and the rater is charged with Excels. Note: Online Evaluation completion will not allow Rater Misfires.

26 Example Rater Profile Calculator/Tracker 16 Will be available thru Evaluation Entry System Website

27 Rater Profile Credit After first 10 Reports with CreditAfter first 20 Reports with Credit Profile Credit of 3 – By Grade Profile Credit Start Rater may submit: 6 of first 10 as Excels Excels box must be less than 50% profile limitation Rater may submit: 11 of first 20 as Excels Excels cannot exceed the 50% profile limitation Rater profile credit of 3 in Proficient Box. Profiles are counted by grade, not cumulative for all grades

28 Senior Rater Profile Senior Rater profile established for Senior Raters of company and field grade officers Maintain less than 50% of reports written by grade in the “Most Qualified” box (for raters of LTCs and below) Flexibility - Raters may indicate Most Qualified for 1 of the First 4 reports Senior Rater OER profiles are calculated based on date and time of receipt at HQDA; once an evaluation is completed, the rater cannot retrospectively change mind on block check OERs are due at HRC within 90 days after the thru date of evaluation Maintain a working copy of your rater profile and monitor for accuracy EES will have built in profile calculators. Profile calculators are provided for raters to use (example on next slide) available on Evaluation Webpage

29 Senior Rater Profile Unclassified LTC & Below COL Profile Restart for reports after 1APR14 Migrates to new system CURRENT #RATINGSRating% Limit ABOVE CENTER OF MASS444.44%<50% CENTER OF MASS555.56%Unlimited BELOW CENTER OF MASS RETAIN00.00% BELOW CENTER OF MASS (DNR)00% TOTAL9100% FUTURE #RATINGSRating% Limit MOST QUALIFIED444.44% <50% HIGHLY QUALIFIED555.56%Unlimited QUALIFIED00.00% NOT QUALIFIED00% TOTAL9100% CURRENT #RATINGSRating% Limit ABOVE CENTER OF MASS112.50% <50% CENTER OF MASS562.50%Unlimited BELOW CENTER OF MASS ®225.00% BELOW CENTER OF MASS (DNR)00% TOTAL8100% FUTURE #RATINGSRating% Limit MUTLI-STAR00.00% <24.0% PROMOTE TO BG00.00%25-49% REATIN AS COL %Unlimited UNSATISFACTORY00% TOTAL5100%

30 Senior Rater Profile Calculator WO1-LTC 16

31 Senior Rater Profile Calculator COL 16

32 Develop a Rater Profile Rating Plan Sep12 /CR/PROFSep-13AN PROF Dec-13Yes (1) 2002 BZ LTC - Jan-17Jun-14 Fawn, BBDE S-31Sep 12/CR/EXCELApr-13PCSEXCELJul-13No2003BZ LTC-Jan-18Apr-14 Rockfish, ABN S-3Support0Jun 12/AN/PROFJun-13CDPROFSep-13Yes (1)2003BZ LTC- Jan 18Jan-14 Example by Grade (Major) 35 This tool is on the OERS Home Page - Managing Your Rater Profile Jun 12/CR/PROF EXCEL

33 Backup

34 Attributes - What a Leader Is LEADER OF CHARACTER LEADER WITH PRESENCE LEADER WITH INTELLECTUAL CAPACITY GRADE COMPANY GRADE Creates a climate that embraces Army Values. Character is aligned with the Army’s Expectations Demonstrates good presence and confidence across expected duties of the position Conceptual capabilities, interpersonal tact and domain knowledge are effective for Company level and below operations FIELD GRADE Exhibits behaviors that are a clear outward expression that aligns personal character with Army expectations Demonstrates excellent presence, confidence and resilience in expected duties and unexpected situations Conceptual capabilities, interpersonal tact and Domain Knowledge are effective for operations at Battalion or equivalent command, all staff levels and JIIM organizations SENIOR GRADE Demonstrated sense of responsibility for the Army profession. Character is of absolute integrity Astutely manages complexity and anticipates transitions at strategic level. Viewed as champion of causes, diplomats and ambassador of high level interests Excels at complex thinking and multiple perspectives. Adept with Army design method. Broad and deep understanding of history, world situations, technological possibility, and dynamics of large organizations

35 Competencies - What a Leader Does LEADSDEVELOPSACHIEVES GRADE COMPANY GRADE Demonstrated troop leading procedures and employment of TTPs relevant to their unit Builds an environment of teams and teamwork; accurately and fairly assess Directs and prioritizes tasks for Company level and smaller units to include lower level organizational staff actions FIELD GRADE Demonstrated competence in resolving ambiguous and complex situations Proactive in developing others through individual coaching, teaching and mentoring subordinates; accurately and fairly assess; identifies future leaders Demonstrates ability to lead through complexity and time, decentralized operations and ill-structured problems. Prioritizes limited resources to accomplish mission SENIOR GRADE Sets vision for operational and strategic level operations Creates systems and adopts policies supporting professional and personal growth across the organization. Stewards the Army’s interest in caring for and managing people and other resources Demonstrates ability to develop and describe broad vision and framework. Organizes, resources, integrates and aligns efforts among organizations to achieve mission goals

36 Character – A true professional and leader, CPT Smith embodies the Army Values in all that he does and always takes the hard right over the easy wrong. He is a caring leader who listens to Soldiers and cares for their needs. Joe tactfully instills discipline and the Warrior Ethos in his subordinates to the highest standards. He uses sound, informed judgment and upholds high ethical standards in his unit; his self-discipline, and his unit’s discipline is evidenced by his successful SHARP program. Presence – CPT Smith displays confidence and enthusiasm while projecting a positive command presence that permeates throughout his unit. As a result, his company’s APFT average is 275, the best in the brigade. Joe possesses an uncanny ability to handle stressful situations and maintain a professional military bearing when faced with adversity. During the battalion’s recent MRX, his company maintained consistent operations despite personnel shortages and lack of guidance from senior staff members, which substantiated his ability to accomplish the mission regardless of conditions. Intellect – CPT Smith is technically and tactically proficient. He seeks improvement and knowledge while maintaining the mental agility to multi-task several missions at once. Joe is a tactful leader who balances his professional and personal life and encourages his subordinates to do the same. He maintained equipment at a tactical operational readiness rate of 98%, yet still managed to qualify 99% of his company on their respective weapons system. Attributes

37 Leads - CPT Smith inspired and guided his team on a daily basis to accomplish his unit’s mission, which resulted in flawless execution of countless training operations and support tasks. He routinely empowered his subordinates to make decisions critical to maintaining unit cohesion by communicating instructions, orders, and directives from higher headquarters. Competencies Develops – CPT Smith encouraged his junior leaders and their subordinates to reach their full potential through regular use of online training resources and access to continued educational opportunities at local colleges. As a result, there was a 50% increase in the number of NCOs within his company with college degrees and 100% certification on Warrior Tasks and Drills. Joe approached each task as a training opportunity for his subordinates, creating a climate that expected and recognized superior performance. Achieves - CPT Smith consistently considered the capabilities and development needs of his subordinates when assigning tasks, which ensured all tasks were executed in the time available resulting in not a single missed suspense. When problems regarding the deployment of new equipment surfaced, Joe was the first to determine causes, effects, and contributing factors and then made on the spot adjustments to ensure mission success.

38 Example Rater Overall Performance Narratives Unclassified Exclusive:  CPT Smith is my #1 performer of the 24 captains that I currently rate. His leadership style contributes to the positive command climate in his company, and the discipline he instills in his subordinates has led to the top scores in both PT and marksmanship in this command. He already performs at the level of a field grade officer. Strong:  Superb performance! CPT Smith has demonstrated that he can out-perform most of the CPTs in this Battalion. CPT Smith’s rare skills and abilities clearly separate him from his peers, and his demonstrated performance makes him the right choice for the difficult jobs that require innovative planning, meticulous execution, and extra effort. A truly superior officer.

39 Example Exclusive Senior Rater Narratives Unclassified  Without question #1 of 59 hand selected captains and in the top 20 of 279 officers assigned to my organization, regardless of rank. Jim was hand selected as the right officer to handle one of my challenging tasks: learn everything there is to know about the Army Transportation System; Jim has done all that and more. On the path to becoming a future senior leader within our Army, groom him by selecting him for a development fellowship. Select immediately for promotion to major below the zone. Future Battalion Commander.  CPT Smith is in the top 5% of all the Captains I rate, and his demonstrated potential places him as the number 1 logistician in the battalion. CPT Smith’s work ethic and logistical expertise have led to the success of countless training operations, support taskings, and the overall success of this battalion. He successfully completed the demanding Special Forces Assessment and Selection Course and will attend the SFQC. CPT Smith possesses unlimited potential. Promote below the zone to Major, and send to resident ILE. He has the potential to be a Battalion Commander.

40 Example Strong Senior Rater Narratives Unclassified  MAJ Green is among the very finest and professional officers with whom I have had the privilege to work in my 26 years of service. Calm under intense pressure, analytical of extremely complex problems, and she always produces well throughout solutions and recommendations. A self-starter, MAJ Green sought out the hardest projects to produce first class results. An all-star performance across the board. If it were within my authority, I would promote her to LTC today and keep her close until the end of my career. Brilliant, absolutely brilliant.  Superb! MAJ Jones’s performance in an extremely difficult and challenging assignment has been absolutely outstanding. A selfless and dedicated officer, MAJ Jones masterfully handled all the tough jobs in the directorate. His demonstrated potential makes him the right choice for the difficult jobs that require innovative planning, meticulous execution, and extra effort. Absolutely unlimited potential. Promote immediately and assign to tough positions of maximum responsibility. A truly superior officer.

41 Develop a Senior Rater Profile Rating Plan Sep12 /CR/High Qual Sep-13AN High Qual Dec-13Yes (1) 2002 BZ LTC - Jan-17Jun-14 Fawn, BBDE S-31 Sep 12/CR/Most Qual Apr-13PCS Most Qual Jul-13No2003BZ LTC-Jan-18Apr-14 Rockfish, ABN S-3Support0 Jun 12/AN/High Qual Jun-13CD High Qual Sep-13Yes (1)2003BZ LTC- Jan 18Jan-14 Example by Grade (Major) This tool is on the OERS Home Page - Managing Your Senior Rater Profile Jun 12/CR/High Qual Jun 12/CR/Most Qual Jun 12/CR/High Qual Most Qual Jun 12/CR/Most Qual

42 Profile Credit of 5 for Colonel Report After first 5 Reports with Credit Senior Rater may submit: 2 of first 5 reports as MULTI-STAR 24% 2 of first 5 as PROMOTE TO BG. Top two boxes cannot equal (50%) cumulative profile limitation for the top two boxes Profile Credit at ImplementationAfter first 10 Reports with Credit Profile Credit of 5 Senior Rater may submit: 3 of first 10 reports as MULTI-STAR 24% 4 of first 10 as PROMOTE TO BG. Top two boxes cannot equal (50%) cumulative profile limitation for the top two boxes Senior Rater Limit: No more than 24% for Multi-Star No more than 25-49% for Promote to BG Upon system restart, your profile will look like this. Unclassified

43 Mission Command Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (ADP 6-0). Mission command calls for leaders with the ability to build a collaborative environment, the commitment to develop subordinates, the courage to trust, the confidence to delegate, the patience to overcome adversity, and the restraint to allow lower echelons to develop the situation. Specifically, mission command requires that leaders receive training, education, and experience to become: Critical and creative problem solvers, agile and able to make decisions in operational environments with uncertainty, complexity, and change Skilled at applying the Army Design Methodology and the operations process Skilled communicators able to create shared understanding and support for the mission Practitioners able to integrate their efforts with unified action partners, sensitive to the operational and strategic implications of their actions Inspirational leaders who are able to engender utmost trust and confidence with and among subordinates and fellow leaders Lifelong students of the Army profession Adaptive leaders skilled in the art and science of influence, including negotiation and mediation Per Chapter 1, 1-4, ADRP 6-22

44 SHARP Guidance Unclassified Applies to evaluation with a FROM date of 28 SEP 13 Heightens awareness of the SHARP/EO/EEO programs Discussed during counseling (Support Form) and assessed on the evaluation Soldiers will actively seek opportunities to improve the climate in their organization Applies to all Soldiers; not just Commanders Applies to the DA 1059


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