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					LEADER’S TRAINING COURSE
   TAC STAFF TRAINING
     LEADERSHIP DEVELOPMENT MODEL
           Day                 Time                Evening


                                                           New Model
                                                             Positive
Fitness
Rappelling
                   Self Confidence
                                                            Impact!!!
Land Nav
                   Self Awareness
Waterborne                           AAR
                   Respect
Weapons                              Counseling
LRCs
                   Integrity
                                     360 degree Feedback
                                                                 Leader
                   Discipline
Fieldcraft                           Peer Evaluation
D&C
                   Loyalty
                                     Nightly Discussion        Development
                   Survival
Conf/Obstacle                        Vignettes
                   Fieldcraft
High Ropes
                   Teamwork
Climbing
Initiatives
                                           Sustain!!!

  5 October 2012
    LEADERSHIP DEVELOPMENT METHOD
      Leader Attributes                               Stretch Zone Points
                                                       • Leadership Positions
                                                       • Leadership STX
                Leads                                  • Training events
                                                            “Cadets experience responsibility”
     Develops       Achieves
                                                      Panic

                                                     Stretch

                                                   Comfort
           Leadership Skills
             • Problem Solving
             • Communicating
             • Leading

Cadre and Committee Charter:
Cadets in stretch zone daily (in one or more attributes)
Cadets given opportunity to use decision making and leadership processes daily
 (leadership skills)
   5 October 2012
  FM 6-22 OVERVIEW
Competent, Confident, and Agile




      Warrior
      Team Leader
      Humanitarian
      Trainer
      Mentor
      Ambassador
FM 6-22 OVERVIEW
             Enduring themes and concepts
       What stays the same          What changes

        • Leadership definition         • Added emphasis
        • Be, Know, Do                      Warrior Ethos

        • Support & defend the              Leader roles by cohort
                                                                Civ
                                             (Officer, NCO, WO, )
           Constitution
                                            Leader development (LLL,
        • Valuesbased
                 -                           mentorship, multi-rater
                                                             -
        • Leaders of character &              assessment)
           competence                       Leader teams
                                            Mission command
        • Levels of leadership (direct,
                                            Ethical reasoning
          organizational, strategic)
                                        • More relevant examples
        • Developmental counseling • Framework modified to attributes
                                          & competencies
       FM 6 -22 OVERVIEW



 BE
                           DO




KNOW
             CADET RESPONSIBILITIES
   Cadet Company Commander
                                  C
              -Coordinate with Cadre for detailed guidance
              -Promote effective time management
                                                                     A
              -Develop a plan of action for future events
   Cadet First Sergeant
                                                                     D
              -Organize formations and movement of formations
              -Coordinate with PSGs
                                                                     E
              -Supervise chow
              -Perform duties in absence of CO
                                                                     T
   Cadet Platoon Leader
              -Coordinate between the CO & Sqds
              -Prepare and issue OPORDS
              -Conduct inspections
                                                                     F
   Cadet Platoon Sergeant
              -Organize formations, accountability, reports
                                                                     O
              -Supervise issue and T/I of equipment
              -Supervise barracks maintenance
                                                                     C
                                                                     U
   Cadet Squad Leader
           -Ensure accountability, uniformity                        S
           -Lead and supervise 15 squad members
           -Control movement
           -Prepare and Issue OPORDS
           -Inspect squad members

    Cadet Team Leader
5 October 2012
               -Supervise team members, accountability, equipment, movement
PERFORMANCE ASSESSMENT
     FM 22-100 LEADERSHIP MODEL




5 October 2012
FM 6-22 LEADERSHIP MODEL
CORE COMPETENCIES AND
      BEHAVIORS
           LEADERSHIP DEVELOPMENT
                PROGRAM (LDP)




                           U.S. Army Cadet Command

             Examples of behavior used in this document are designed to
assist the user in defining the appropriate leadership attributes and core competencies
                                  according to FM 6-22.
        The examples are not all-inclusive; users will use judgment in situations
        where observed behavior is not specifically referenced in this document.

               The standards of behavior quantify differences between
         Excellent and Satisfactory levels of performance; performance not
       achieving standards for Satisfactory is considered Needs Improvement.
                      ASSESSING LEADER BEHAVIOR

                             ASSESS


          RECOGNIZE                            TRAIN

                            BEHAVIOR

             RECORD                           COUNSEL


                      CLASSIFY         RATE




5 October 2012
                 THE ARMY VALUES




5 October 2012
  Loyalty (LO) – Faithfully supporting family/friends/         Integrity (IT) – Reliable and trustworthy
    country/team                                               Shows good moral judgment and behavior
  Respects the constitution and laws                           Abides by basic moral principles
  Has basic understanding of obligations to
    country/Army/self                                          Personal Courage (PC) - Overcoming physical and
  Observes higher HQ priorities                                  mental fears
  Works within the system; does not try to manipulate          Perseveres in face of adversity
    the system to own advantage                                Adequately copes with stress and fears
                                                               Responsible for own decisions/actions
  Duty (DU) – Professional work ethic                          Accepts responsibility for mistakes
  Carries out requirements of job, tasks, or mission
  Consistently performs to standard                            Selfless Service (SS) – Placing personal interests
  Complies with policies and directives                        aside
  Aware of and performs to professional standards              Perseveres despite hardship; does not shy away
                                                               Balances mission and personal needs
  Respect (RE) – Treating others with dignity                  Able to balance needs and priorities
  Considerate in offering criticism                            Willing to assist others in completion of mission
  Deals with others fairly                                     Works toward pursuing excellence
  Frequently listens supportively
  Usually discreet and tactful                                 Warrior Ethos (WE) – Professional attitudes and
  Basically concerned about others; makes some                 beliefs
     checks                                                    I will always place the mission first
  Gets along with peers                                        I will never accepts defeat
                                                               I will never quit
  Honor (HO) – Compelled by strong sense of right              I will never leave a fallen comrade
  Has a clear sense of the public code of professional
     Army values
  Lives within the code of professional Army values            Empathy (EP) – propensity to share experiences
  Does not lie, cheat or steal, nor tolerate those things      seeing something from another person’s point of
     in others                                                 view.
                                                               Identifying with and entering into another person’s
                                                               feeling and emotions


-Positive behavior exhibited without regard to personal cost or prospect of reward
-Military and non-military; often most accurately exhibited in “off-duty” behavior
-Strongly influenced by group acceptance/expectations

VALUES                                   LO DU RE SS HO IT PC WE EP
                              LEADER ATTRIBUTES:
                                  PRESENCE
Presence: Impression that a leader makes on
  others contributes to the success in them

  P
  R                                  Military Bearing (MB) – Projecting a
  E                                    commanding presence and
  S          MB – Military Bearing     professionalism
  E
             PF - Physically Fit     Physically Fit (PF) – having sound
  N
  C                                    health, strength and endurance
             CF – Confident
  E                                  Confident (CF) – Projecting self-confidence
             RS - Resilient
                                       and certainty
                                     Resilient (RS) –Recover quickly while
                                       maintaining mission and organization
                                       focus



 5 October 2012
                              LEADER ATTRIBUTES:
                                  PRESENCE
            Military Bearing (MB) – projecting a commanding presence and professionalism

                   Excellent                                                    Satisfactory
Exemplary physical and professional appearance              Good physical and professional appearance
Sets example for physical fitness, military bearing         Meets standards for physical fitness, military
                                                            bearing
Demonstrates command presence Cadets want to
follow                                                      Demonstrates adequate command presence




                    Physically Fit (PF) – Having sound health, strength, and endurance

                      Excellent                                             Satisfactory
 Refuses to quit; reliably completes physically        Perseveres in face of adversity; completes most
   demanding endeavors                                 physically demanding endeavors

 Proactive toward own health; recovers quickly         Attentive to own health; seeks medical assistance
 from physically demanding event, ready for next       when necessary; fulfills treatment directives




                              Presence                          MB PF
                             LEADER ATTRIBUTES:
                                 PRESENCE
                      Composed (CP) – Ability to operate in stressful environments

                Excellent                                                    Satisfactory
Remains calm, under control, effective                 Tries, with some success, to be calm and effective under
under pressure; never complains                           pressure; rarely complains

Excels by stress, chaos and rapid change               Functions under stress or amid chaos and rapid change

Balances competing demands                             Successfully balances most competing demands



                         Confident (CF) – Projecting self-confidence and certainty
                     Excellent                                                Satisfactory
    Strong self-confidence and positive attitude            Adequately shows self-confidence, positive attitude


        Resilient (RS) – Showing a tendency to recover quickly while maintaining a mission and
                    Excellent
                                         organizational focus
                                                                              Satisfactory
Recovers quickly from setbacks, shock, injured,             Recovers from setbacks, shock, injured,
adversity and stress while maintaining mission              adversity and stress while maintaining mission
focus                                                       focus




   5 October 2012
                        Presence                             CN CF RS
                     INTELLECTUAL CAPACITY
Intellectual Capacity: Ability to draw on the mental
  tendencies and resources that shape conceptual
  abilities
I                                    Mental Agility (MA) – Flexibility of mind,
N           MA – Mental Agility         anticipate, adapt
T                                    Sound Judgment (SJ) - Capacity to
E           SJ – Sound Judgment
                                        assess situations and draw feasible
L
            IN – Innovation             conclusions
L
E           IP –Interpersonal Tact
                                     Innovation (IN) – Ability to introduce
C                                       something new
T           DK – Domain Knowledge    Interpersonal Tact (IP) – Effectively
U
                                        interact with others
A
L                                    Domain Knowledge (DK) – Possessing
                                        facts, beliefs and logical assumptions

    5 October 2012
              Mental Agility (MA) – Flexibility of mind, a tendency to anticipate or adapt

                     Excellent                                                 Satisfactory
Demonstrates strong will, self-discipline,                Shows evidence of some will, initiative, confidence
initiative, confidence and intelligence                    and intelligence
Analyzes situations; combines complex ideas               Usually generates reasonable courses of action
into feasible courses of action                           through analysis of situations
Demonstrates consistent common sense                      Usually or adequately shows common sense
Recognizes, readily adopts better ideas                   Shows ability to adopt better ideas
Reliably completes mentally demanding                     Usually finishes difficult or mentally demanding
endeavors                                                 endeavors
Skillfully handles multiple demands                       Faced with multiple demands, handles most of
Dynamic self-starter, originates ideas and                them effectively
actions                                                   Originates some ideas or actions




      Sound Judgment (SJ) – The capacity to assess situation and draw feasible conclusions
                      Excellent                                                 Satisfactory
Drives events through smart, timely decisions;                   Makes decisions; keeps pace with events
Thoroughly assesses situation; acts on key                 Adequately assesses situation; sorts out important
 issues and likely contingencies/consequences                         aspects and decides accordingly
Makes the “hard, right decision” rather than the          Usually puts being right ahead of being popular or easy
“easy wrong”
Balances firm resolve and flexibility – recognizes        Attempts to balance resolve and flexibility; not afraid
 a better idea and incorporates into own decision                     of better ideas from other sources
Recovers quickly after learning a decision was            Pauses, but remains decisive after learning a decision
incorrect.                                                                        was incorrect
Quickly recognizes need and decides/acts in the          Eventually recognizes need to decide/act in the absence
 absence of guidance.                                                      of guidance and does so
Thoroughly considers probable impacts and               Adequately considers probable impacts and consequences
 consequences of own decisions                                                 of own decisions




                   Intellectual Capacity                                MA SJ
                             Innovation (IN) – Ability to introduce something new
                   Excellent                                                           Satisfactory
Strong judgment; critical/creative thinking and                    Generally shows good judgment, sound thinking
   reasoning                                                       and
Anticipates requirements or contingencies                             reasoning
Improvises within commander’s intent                               Readily reacts to requirements and contingencies
Can analyze/synthesize                                             Readily understands and follows commanders’
Comfortable in realm of ideas; innovative                          intent
                                                                   Shows some analytical and synthesizing skills
                                                                   Can function in realm of ideas

          Interpersonal Tact (IP)– Effectively interacting with others by understanding others
                                               perspectives
                       Excellent                                                         Satisfactory
  Readily interacts with others; earns respect                          Adequately interacts with others
  Leverages skills and abilities of team members                        Gets along well with others
  Actively contributes to problem-solving and                           Contributes, when asked, to problem solving
  decision                                                              and
    making process                                                        decision making processes
  Sought out by peers for expertise or counsel                          Sometimes asked for counsel by peers

   Domain Knowledge (DK) – Possessing facts, beliefs, and logical assumptions in many areas
                      Excellent                                     Satisfactory
Thorough knowledge of task accomplishment standards                 Working knowledge of standards for task
Masters duty tasks                                                  performance
Strong grasp of basic tactics, techniques, procedures               Strives for mastery of duty performance
Skilled in preparation of operations orders                         Understands basic tactics, techniques, procedures
Expert in basic soldier skills                                      Prepares adequate operations orders
Effectively applies skills to train for or to fight and win wars    Competent in basic soldier skills
                                                                    Has basic skills to train for or to fight and win wars


  5 October 2012
                   Intellectual Capacity                                       IN IP DK
        LEADER CORE COMPETENCIES
          Competency
            Areas                     Competencies

                                 Leads others
                                 Extends influence beyond chain
             Leads
                                 Leads by example
                                 Communicates
                                 Creates a positive environment
           Develops              Prepares self
                                 Develops others
            Achieves              Get results

Leadership is influencing people – by providing purpose, direction, and
motivation – while operating to accomplish the mission and improving the
organization. (FM 6-22)
       LEADER CORE COMPETENCIES
  C
                        LEADS
  O
  M              LD – Leaders Others
  P              EI – Extends Influence
  E
                 LE – Leads by Example
  T
  E              CO - Communicates
  N
                      DEVELOPS
  C
  I              CP – Creates Pos Environment
  E
                 PS – Prepares Self
  S
                 DO – Develops Others

                      ACHIEVES
                 GR – Gets Results




5 October 2012
          CORE COMPETENCIES: LEADS
Leads: Application of character, presence,
 intellect and abilities whiles guiding others
 toward mission accomplishment
                                       Leads Others (LD) – Influencing
               Leads                     Soldiers or Army Civilians in
                                         the unit or organization.
   LD – Leads Others
                                       Extends Influence beyond CoC (EI)
   EI – Extends Influence beyond COC     – Ability to operate in an
   LE – Leads by Example
                                         environment encompassing
                                         higher and lower command
   CO - Communicates                     structures.
                                       Leads by Example (LE) – Providing
                                         an example that others consider
                                         and use what they do.
                                       Communicates (CO) – Attain a
                                         clear understanding of what
  5 October 2012
                                         needs to be done and why
         Leads others (LD) – Influencing Soldiers or Army civilians in the unit or organization
                     Excellent                                               Satisfactory
Clearly and positively articulates expectations             Adequately defines requirements and guidance
Inspires action by appropriately acknowledge                Acknowledges good and poor performances; takes
good performance and dealing with poor                      some action accordingly
performance
Skillfully delegates consistent with requirements           Gives thought to duty position, capability and
of duty position and individual’s capability and               developmental needs when delegating
developmental needs
Meets subordinates’ needs, keeps them                       Attempts to meet subordinate’s needs, keep them
informed, provides rationale and provides early             informed, provide rationale and provide early
warning                                                        warning
Actively listens, seeks feedback and makes                  Makes some use of feedback to modify actions
smart, timely adjustments to actions or taskings            and taskings in progress when needed



   Extends Influence beyond COC (EI) – Ability to operate in an environment encompassing higher
                                 and lower command structures
                       Excellent                                              Satisfactory
    Consistently follows through on actions                  Follows through on actions related to
    related to expectations of others                        expectations of others
    Easily gains cooperation or support when                 Attempts to gain cooperation or support when
    working with others                                      working with others
    Easily influences perceptions about the unit or          Makes some influence on the perception of
    organization                                             the unit or organization




                                    Leads                  LD EI
 Leads by Example (LE) – Providing an example that others consider and use in what they do

Quickly adapts to changing environments and             Adapts to changing environments and
situations                                              situations over time


Continuously exerts leadership by personal              Exerts leadership by personal presence
presence and example                                    and example


Quickly applies creative thinking in                    Applies creative thinking in collaboration
collaboration with subordinate leaders.                 with subordinate leaders.




                                     Leads              LE
   Communicates (CO) – Attain a clear understanding of what needs to be done and why within
                                       their organization.
                                                                          Satisfactory
                    Excellent
Oral
Conveys ideas and feelings concisely in a single
                                                            Generally conveys ideas, feelings, sincerity
transmission
Expressions well-planned, organized and suited
                                                            Expressions usually well conceived with evidence
to audience and situation; inspires ownership,
                                                            of some organization; generally interesting and
attention and conviction
                                                            convincing
Recognizes misunderstandings and resolves them
                                                            Acts to determine/recognize misunderstandings
clearly in a positive, team-building manner
                                                            and resolves them to large extent
Convinces and/or persuades unit; builds ownership of plan
                                                            Keeps audience on track
Free from grammatical errors—terms, phrases
                                                            Usually uses grammatically correct terms and
always fit the audience
                                                            phrases
Clear, concise visual aids; smooth presentation;
uses inflection to advantage
                                                            Adequate visual aids; few distracting gestures or
Attentive, supportive listener; makes appropriate
                                                               sounds; makes adequate use of inflection
notes; good retention of critical details
                                                            Listens and watches attentively; makes appropriate
                                                            notes; can adequately convey to others the gist of
                                                            what was said or done

Written
                                                            Adequately understood in single reading by
Readily understood in single rapid reading by
                                                            intended audience
   intended audience
                                                            Form and content are generally legible, with few
Readily legible both in form and content; strong
                                                            spelling or grammar errors
   command of written English
                                                            Reasonably simple style; generally uses active
Style varied, simple, to the point; uses active voice
                                                            voice
   well
                                                            Usually has bottom line up front—generally clear
Bottom line up front; ideas clear and compelling
                                                            Generally stays on topic
Stays on topic well; clear, concise
                                                            Writing usually achieves stated purpose;
Writing consistently achieves stated purpose; clearly
                                                            adequately meets requirements
   and completely meets requirements




                                    Leads                         CO
     CORE COMPETENCIES: DEVELOPS
Develops: An environment that fosters teamwork,
 and acceptance of responsibility
          Develops             Creates a Positive Environment (CP ) –
CP – Creates Pos Environment     Creates a positive cultural and ethical
                                 climate.
PS – Prepares Self             Prepares Self (PS) – Self study, self
                                 development and becoming multi-
DO – Develops Others
                                 skilled.
                               Develops Others (DO) – Growing others
                                 into competent and confident leaders.




  5 October 2012
              Prepares Self (PS) – Self-study, self-development and becoming multi-skilled.

                       Excellent                                                  Satisfactory
Expands personal and unit knowledge and capabilities          Attempts to expand personal and unit knowledge
Readily applies lessons learned                                  and capabilities
Consistently listens actively; asks incisive questions        Attempts to find ways to apply lessons learned
Actively seeks feedback on performance from superiors,        Listens; asks sound questions
   peers and subordinates; incorporates it for team and       Accepts feedback from others; seeks to improve
   self-improvement                                           performance with it
Shows mature level of self-awareness                          Exhibits some elements of reasonable self-
                                                              awareness


              Develops Others (DO) – Growing others into competent and confident leaders.
                      Excellent                                                Satisfactory
Effectively expands and enhances the self-confidence,       Attempts to expand or enhance self-confidence,
   competence and self-esteem of subordinates                  competence or self-esteem of subordinates

Guides and coaches subordinates; encourages                 Frequently coaches subordinates; often encourages
  initiative; leads by example; inspires people;               initiative; visibly tries to lead by example; makes
  designs and/or leads effective ways to practice              some effort to design ways to practice

Clearly specifies standards and expectations; uses          Generally sets expectations; shows evidence of
  recognition or reward to effectively encourage              dealing appropriately with both good and poor
  excellence                                                  performance

Actively creates or contributes to a positive command       Contributes to a positive command climate
   climate
Builds on successes, actively seeks to improve upon         Attempts to build on successes and improve upon
   weaknesses                                                  weaknesses



                                      Develops             PS DO
         Creates a positive environment (PE) – Creates a positive cultural and ethical environment
                       Excellent                                                      Satisfactory

Effectively improves the collective performance of the         Attempts to improve the collective performance of the
   unit in compliance with and support of organizational          unit and to comply with or support organizational
   goals                                                          goals

Inspires by example; motivates people to work together;        Actively works well with others; active participant in
   promotes and participates in team achievement                   team efforts; effective team player

Fosters ethical climate; ensures people are treated fairly     Attempts to foster ethical climate and treat people
                                                                  fairly

Cooperative, diligent follower; helps build the larger team    Gives same good effort whether in charge or not;
  (nest higher unit) as well as own team                          contributes to success of own team

Helps others after or while completing own work                Gets own share of work done

Adopts unpopular higher headquarters decisions as own;         Properly executes unpopular higher headquarters
  gets team to act accordingly                                    decision

Willingly accepts, acts on tasks even on short notice          Accepts and acts on assigned tasks

Effective at working up the chain of command to get            Attempts to work up the chain of command when a
   problems solved there                                          problem must be solved there

Spurs the team to remain positive in confusing or              Remains positive when situation is confused or
  changing situations                                            changing



                                                Develops          CP
     CORE COMPETENCIES: ACHIEVES
Achieves: Structuring what needs to be done so
results are consistently produced

        Achieves      Get Results (GR) – Developing and
  GR – Gets Results     executing plans while providing
                        direction, guidance and clear priorities
                        to guide others toward mission
                        accomplishment.




  5 October 2012
   Gets Results (GR) – Developing and executing plans while providing direction, guidance and clear priorities to
                                     guide others towards mission accomplishment.

                       Excellent                                  Satisfactory
Thoroughly completes assigned tasks to meet standard              Generally completes tasks to standard and within
  within commander’s intent, while caring for people                 commander’s intent, while adequately caring for
  and resources                                                      people and resources

Exceeds some standards                                            Generally meets minimum standards

Makes smart use of available time for preparations,               Makes some use of available time for preparation,
  checks and rehearsals                                             checks and rehearsals

Maintains 100% accountability of people and                       Generally shows good accountability of people and
  equipment; always clear who is supposed to do what                equipment; keeps adequate track of who is
                                                                    supposed to do what

Establishes and effectively uses procedures for monitoring,       Generally establishes and uses procedures for
   coordinating and regulating subordinates’ actions;               monitoring, coordinating and regulating
   makes thing happen right the first time                          subordinates’ actions; helps things happen

Overcomes obstacles and difficulties; encourages initiative;      Adequately copes with obstacles or difficulties;
  thrives in fluid environment                                      shows some initiative and resilience; handles
                                                                    fluid environment

Ensures substandard work is redone until correct                  Willing to make corrections (point out substandard
                                                                     work)




                                            Achieves                     GR
                 LEADER DEVELOPMENT
• Observe Army Values, Empathy, and Warrior Ethos
• Classify: E (Excellent)
                  S (Satisfactory) ,
                  N (Needs Improvement)




5 October 2012
             OBSERVING AND RECORDING
                     BEHAVIOR
                        Note Taking Tips
    • Take specific, quantifiable notes (on 5 x 8 cards)

    Examples:

    BAD EXAMPLE          “Cadet Jones is a great guy.”

    GOOD EXAMPLE “Cadet Jones effectively supervised his 12-
     Cadet squad by ensuring all were in formation on time and in
     the prescribed uniform.”

    • During the formal SQD LDR evaluations, capture as many
      leadership dimensions as possible, but do not “fish”



5 October 2012
                            THE BLUE CARD – FRONT SIDE                                                                                                      (CC FORM 156-1-R)




   LEADERSHIP ASSESSMENT REPORT                                                                                                             CADET COMMAND REG 145-3
                                                                                                                                     REQUIREMENTS CONTROL SYMBOL ATCC-122


                            PART III – RECORD OF OBSERVATIONS AND COUNSELING                                                                                         Check here if     SPOT REPORT
 a. SUMMARY OF OBSERVATION: Summarize most significant observed leadership behaviors. Use sufficient detail to support summary ratings in Parts I and II. Use continuation card if necessary.




 b. COUNSELING: Comment on at least 1 “SUSTAIN” and 1 “IMPROVE” attribute and/or core competency as identified in Part I and II. (“IMPROVE” comments are required for each “N” entry in Part I and II)
 Not required for Spot Report.




SUSTAIN:




IMPROVE:




               PART IV – OVERALL NET ASSESSMENT (Circle one)
RATED CADET NAME                                          UNIT
                                                                                                                                                        E                   S
                                                                                                                                                   DUTY POSITION (Location if Spot Report)
                                                                                                                                                                                                N         DATE



RATED CADET SIGNATURE                                                                               ASSESSOR NAME / INITIALS                                                                          CADRE        CADET




CDT CMD FORM 156-4A-R Jul 09 - REPLACES ALL PREVIOUS VERSIONS                                   NOTE: Signature indicates that counseling was administered as reflected in Part 1b above, and does not imply agreement with ratings.
                                                THE BLUE CARD – BACK SIDE                                                                                                      (CC FORM 156-1-R)




                                                                                                                                                              CADET COMMAND REG 145-3
  LEADERSHIP ASSESSMENT REPORT                                                                                                                                REQUIREMENTS CONTROL SYMBOL ATCC-122

PART I - Attributes (what a leader is): Characteristics that are an inherent part of an individual's total core, physical, and intellectual aspects. Attributes shape how one behaves
1. Character:         A person’s moral and ethical qualities which give a leader motivation to do what is appropriate regardless of circumstances or consequences
    ARMY VALUES (Comments mandatory in Part III for all “NO” entries)                                                       Yes No                                                                                                       Yes No
    1. LOYALTY: Bears true faith and allegiance to the U.S. Constitution, the Army, the Unit and other Soldiers
    2. DUTY: Fulfills professional, legal, and moral obligations                                                                      5. HONOR: Adherence to the Army’s publicly declared code of values
    3. RESPECT: Treats others as they should be treated; promotes dignity, consideration, & fairness                                  6. INTEGRITY: Does what is right both legally and morally; honest in word and deed
    4. SELFLESS-SERVICE: Places welfare of others and Army priorities before self                                                     7. PERSONAL COURAGE: Faces fear, danger, or adversity

    EMPATHY: The ability to see something from another person’s point of view, to identify with and enter into another person’s feelings and emotions

    WARRIOR ETHOS: I will always place the mission first; I will never accept defeat; I will never quit; I will never leave a fallen comrade
                                           Mark “E”, “S”, or “N” for each observed attribute and/or core competency. IMPROVE comments in Part III are mandatory when rating of “N” is indicated

2. Presence                                                        MB                             Military Bearing                             E   S    N   PF                             Physically Fit                                E      S   N
The impression that a leader makes on others,                                                                                                                       Having sound health, strength, and endurance that supports one’s
                                                                          Projecting a commanding presence and professional image of authority
which contributes to their success in leading                                                                                                                            emotional health and conceptual abilities under stress
them; the image that a leader projects; how
others perceive a leader (outward appearance,                       CF                               Confident                                 E   S    N   RS                                Resilient                                  E      S    N
demeanor, words, and actions)                                        Projects self-confidence and certainty; demonstrates composure and poise; calm          Showing a tendency to recover quickly from setbacks, shock, adversity, stress or
                                                                                     and collected; possesses self control of emotions                                 injury while maintaining a mission and organizational focus

3. Intellectual Capacity                                           MA               Mental Agility                E   S     N   SJ          Sound Judgment                E   S   N      IN                Innovation                    E      S    N
The ability to draw on the mental tendencies and                      Flexibility of mind; a tendency to anticipate or adapt    Assesses situations and draws feasible conclusions;        Ability to introduce something new; is original in
resources that shape a leader’s conceptual                                to ever-changing conditions; improvisation                    makes sound and timely decisions                               thoughts and ideas; creative
abilities and impact of effectiveness, which then
                                                                    IP                          Interpersonal Tact                             E   S    N   DK                          Domain Knowledge                                 E      S   N
are applied to one’s duties and responsibilities
                                                                     Effectively interacts with others; possesses the capacity to understand personal             Possessing facts, beliefs, and logical assumptions in relevant areas; technical,
                                                                                 interactions with others; awareness of how others see you                                        tactical, cultural and geopolitical knowledge

             PART II - Core Leader Competencies (what a leader does): Works to lead others; develops themselves, their subordinates and organizations to achieve mission accomplishment
                                                                    LD                             Leads Others                                E   S    N    EI           Extends Influence beyond CoC                                   E      S   N
1. Leads
The application of character, presence, intellect                  Motivates, inspires, and influences others to take initiative, to work toward a common    Uses indirect means to influence others outside normal chain of command Involves
                                                                           purpose, to accomplish critical tasks and to achieve unit objectives                           diplomacy, negotiation, conflict resolution and mediation
and abilities while guiding others toward a
common goal and mission accomplishment
                                                                    LE                          Leads by Example                               E   S    N   CO                            Communicates                                   E      S   N
                                                                               Provides the example to others; serves as a role model;                                   Clearly expresses ideas to ensure understanding, actively
                                                                           maintains high standards in all aspects of behavior and character                       listens to others, and practices effective communication techniques

2. Develops Taking actions to foster team                           CP          Creates a Positive                E   S     N   PS             Prepares Self              E   S   N      DO             Develops Others                  E      S   N
work, encourage initiative, and to accept                                         Environment                                                                                       Encourages and supports others to                  grow as
personal responsibility, while demonstrating care                                                                                Self-study, self-development and becoming multi- individuals and teams; prepares others for success; makes the
                                                                      Creates a positive cultural and ethical environment            skilled; ensures they are prepared to lead                     organization more versatile

3. Achieves                                                         GR                                                                         Gets Results                                                                              E      S   N
Sets objectives and focuses on mission
                                                                                Structuring what needs to be done so results are consistently produced; developing and executing plans while providing direction, guidance and
accomplishment                                                                  clear priorities towards mission accomplishment; manages the resources required for mission accomplishment

CDT CMD FORM 156-4A-R Jul 09 - REPLACES ALL PREVIOUS VERSIONS
   GUIDES TO WRITING BLUE CARDS
1. Prior to leadership opportunity, fill out:
        - Rated Cadet Name
        - Unit
        - Duty Position
        - Date
        - Assessor Name / Initials
2. Write topic sentence (BLUF): ”Cadet Smith performed ________ as SL on 15
   June 08 while leading his squad through CWST.”
3. Write narrative focusing on critical behavior; goal is to paint a picture for
   PMS. (Part I a.)
4. List Sustains and Improves focusing on E / N ratings (Part I b.)
5. Mark Values, Attributes, and Core Competencies.        (Part II. a. b.)
6. Circle and Initial E, S, or N.                      (Part III)

5 October 2012
    GUIDES TO WRITING BLUE CARDS
7. Read yellow card; adjust blue card as needed.

8. Counsel Cadet.

9. Have Cadet sign blue card.

10. Allow Cadet time to finish yellow card. (Cadet Summary of Counseling)

11. Turn in blue/yellow cards stapled together.*

Helpful Questions:

          What were my / our expectations of the Cadet?
          Was he / she effective?
          Was the mission accomplished?
          How did he / she compare to other’s performance?

  5 October 2012
   LEADERSHIP ASSESSMENT REPORT                                                                                                            CADET COMMAND REG 145-3
                                                                                                                                    REQUIREMENTS CONTROL SYMBOL ATCC-122


                            PART III – RECORD OF OBSERVATIONS AND COUNSELING                                                                                        Check here if     SPOT REPORT
 a. SUMMARY OF OBSERVATION: Summarize most significant observed leadership behaviors. Use sufficient detail to support summary ratings in Parts I and II. Use continuation card if necessary.
 Cadet Johnson performed well as Co Cdr, showing good improvement throughout the
 rating period. Presented a good appearance; appeared comfortable in charge. Shows
 good technical expertise (OPORD was generally complete) but issued incorrect spot
 times for buses, causing some delay in departure. Failed to note missing wet weather
 gear during otherwise thorough inspection. At times, allowed frustrations to show when
 dealing with weaker cadets. Turned in well-written self assessment on time.
 b. COUNSELING: Comment on at least 1 “SUSTAIN” and 1 “IMPROVE”      attribute and/or core competency as identified in Part I and II. (“IMPROVE” comments are required for each “N” entry in Part I and II)
 Not required for Spot Report.

SUSTAIN:   DK – Familiar with basic soldier skills, contributing to good OPORD
           MB – Good bearing; appears comfortable during physical training
           CO – Good oral presentation of OPORD; wrote excellent yellow card
           MA – Review procedures before execution to ensure completeness; pay closer
IMPROVE:
           attention to detail (equip shortages, spot times for buses)
           CP – Don’t allow frustrations with others to show so easily

              PART IV – OVERALL NET ASSESSMENT (Circle one)
RATED CADET NAME                                         UNIT
                                                                                                                                                       E                   S
                                                                                                                                                  DUTY POSITION (Location if Spot Report)
                                                                                                                                                                                               N         DATE


     Bryan Johnson
RATED CADET SIGNATURE
                                                                                                      13B2 Co Cdr 17JUN09
                                                                                                   ASSESSOR NAME / INITIALS                                                                          CADRE        CADET


      Bryan Johnson                                                                               Chip Smith, CPT,CCSX
CDT CMD FORM 156-4A-R Jul 09 - REPLACES ALL PREVIOUS VERSIONS

                                                                                                  PTO
                                                                                               NOTE: Signature indicates that counseling was administered as reflected in Part 1b above, and does not imply agreement with ratings.
                                                                                                                                                            CADET COMMAND REG 145-3
  LEADERSHIP ASSESSMENT REPORT                                                                                                                              REQUIREMENTS CONTROL SYMBOL ATCC-122

PART I - Attributes (what a leader is): Characteristics that are an inherent part of an individual's total core, physical, and intellectual aspects. Attributes shape how one behaves
1. Character:         A person’s moral and ethical qualities which give a leader motivation to do what is appropriate regardless of circumstances or consequences

    ARMY VALUES (Comments mandatory in Part III for all “NO” entries)                                                   Yes No                                                                                                      Yes No

    1. LOYALTY: Bears true faith and allegiance to the U.S. Constitution, the Army, the Unit and other Soldiers

    2. DUTY: Fulfills professional, legal, and moral obligations                                                                    5. HONOR: Adherence to the Army’s publicly declared code of values

    3. RESPECT: Treats others as they should be treated; promotes dignity, consideration, & fairness                                6. INTEGRITY: Does what is right both legally and morally; honest in word and deed

    4. SELFLESS-SERVICE: Places welfare of others and Army priorities before self                                                   7. PERSONAL COURAGE: Faces fear, danger, or adversity

    EMPATHY: The ability to see something from another person’s point of view, to identify with and enter into another person’s feelings and emotions

    WARRIOR ETHOS: I will always place the mission first; I will never accept defeat; I will never quit; I will never leave a fallen comrade

                                          Mark “E”, “S”, or “N” for each observed attribute        and/or core competency. IMPROVE comments in Part III are mandatory when rating of “N” is indicated
2. Presence                                                        MB                           Military Bearing                             E   X
                                                                                                                                                 S     N   PF                          Physically Fit                               E   X
                                                                                                                                                                                                                                        S     N
The impression that a leader makes on others,                                                                                                                    Having sound health, strength, and endurance that supports one’s
which contributes to their success in leading                           Projecting a commanding presence and professional image of authority
                                                                                                                                                                      emotional health and conceptual abilities under stress
them; the image that a leader projects; how
others perceive a leader (outward appearance,
demeanor, words, and actions)
                                                                   CF                              Confident                                 E
                                                                                                                                                 X
                                                                                                                                                 S     N   RS                              Resilient                                E     X
                                                                                                                                                                                                                                          S   N

                                                                   Projects self-confidence and certainty; demonstrates composure and poise; calm               Showing a tendency to recover quickly from setbacks, shock, adversity,
                                                                                   and collected; possesses self control of emotions                             stress or injury while maintaining a mission and organizational focus


3. Intellectual Capacity                                           MA              Mental Agility              E   X
                                                                                                                   S    N     SJ          Sound Judgment               E   X
                                                                                                                                                                           S   N      IN               Innovation                   E   X
                                                                                                                                                                                                                                        S     N
The ability to draw on the mental tendencies and                    Flexibility of mind; a tendency to anticipate or adapt   Assesses situations and draws feasible conclusions;        Ability to introduce something new; is original
resources that shape a leader’s conceptual                              to ever-changing conditions; improvisation                   makes sound and timely decisions                            in thoughts and ideas; creative
abilities and impact of effectiveness, which then
are applied to one’s duties and responsibilities                   IP                         Interpersonal Tact                             E   X
                                                                                                                                                 S     N   DK                       Domain Knowledge                                E   X
                                                                                                                                                                                                                                        S     N
                                                                   Effectively interacts with others; possesses the capacity to understand personal         Possessing facts, beliefs, and logical assumptions in relevant areas; technical,
                                                                               interactions with others; awareness of how others see you                                    tactical, cultural and geopolitical knowledge

         PART II - Core Leader Competencies (what a leader does): Works to lead others; develops themselves, their subordinates and organizations to achieve mission accomplishment

1. Leads
                                                                   LD                            Leads Others                                E   X
                                                                                                                                                 S     N   EI           Extends Influence beyond CoC                                E     S   N
The application of character, presence, intellect                    Motivates, inspires, and influences others to take initiative, to work toward a            Uses indirect means to influence others outside normal chain of command
and abilities while guiding others toward a                          common purpose, to accomplish critical tasks and to achieve unit objectives                   Involves diplomacy, negotiation, conflict resolution and mediation
common goal and mission accomplishment
                                                                   LE                        Leads by Example                                E   X
                                                                                                                                                 S     N   CO                          Communicates                                 E   X
                                                                                                                                                                                                                                        S     N
                                                                             Provides the example to others; serves as a role model;                                  Clearly expresses ideas to ensure understanding, actively
                                                                         maintains high standards in all aspects of behavior and character                      listens to others, and practices effective communication techniques

2. Develops Taking actions to foster team                          CP         Creates a Positive               E   X
                                                                                                                   S    N     PS            Prepares Self              E   X
                                                                                                                                                                           S   N     DO            Develops Others                  E     S   N
work, encourage initiative, and to accept                                       Environment                                                                                    Encourages and supports others to                  grow as
personal responsibility, while demonstrating care                                                                             Self-study, self-development and becoming multi- individuals and teams; prepares others for success; makes
                                                                    Creates a positive cultural and ethical environment           skilled; ensures they are prepared to lead                 the organization more versatile

3. Achieves                                                        GR                                                                        Gets Results                                                                           E   X
                                                                                                                                                                                                                                        S     N
Sets objectives and focuses on mission
accomplishment                                                                 Structuring what needs to be done so results are consistently produced; developing and executing plans while providing direction, guidance and
                                                                               clear priorities towards mission accomplishment; manages the resources required for mission accomplishment

CDT CMD FORM 156-4A-R Jul 09 - REPLACES ALL PREVIOUS VERSIONS
              BLUE CARD SUMMARY
• Bottom Line Up Front – First sentence is a quantified statement of the
  Cadet’s overall leadership effectiveness

• Use the remainder of summary to address critical leadership behavior

• Paint the Picture: include consistency, growth, challenges faced, level of
  difficulty of position held, etc.

• Clearly spell out justification for “N” dimensional ratings; justification
  should consist of more than one observation



×   DO NOT attempt to write a chronological series of action statements

×   DO NOT address insignificant or non-critical behavior
     HOW TO WRITE A SPOT REPORT
    1.Fill out Cadet Name, Unit, Location, Date.
    2.Mark Part III only: E or N
    3.Mark leadership dimensions and / values.
    4.Short summary of what happened.
    5.Counsel Cadet and have him / her sign blue
      card.
    6.Turn in to CDT’s STO, PTO, or CTO.
                       OR


5 October 2012
   LEADERSHIP ASSESSMENT REPORT                                                                                                            CADET COMMAND REG 145-3
                                                                                                                                    REQUIREMENTS CONTROL SYMBOL ATCC-122


                            PART III – RECORD OF OBSERVATIONS AND COUNSELING                                                                                        Check here if     SPOT REPORT
 a. SUMMARY OF OBSERVATION: Summarize most significant observed leadership behaviors. Use sufficient detail to support summary ratings in Parts I and II. Use continuation card if necessary.
                                                                                                                                                                                                                    X
 Cadet Beiner consistently demonstrated mature, selfless behavior
 throughout training at FLRC as a follower. On several occasions, she showed patience and expertise in
 mentoring weaker cadets. At one point, she intervened in a personal conflict, taking a disgruntled
 teammate aside and tactfully averting an escalating situation using reason and humor. Cadet Beiner’s
 stabilizing personality is a key factor in the interaction of her squad.

 b. COUNSELING: Comment on at least 1 “SUSTAIN” and 1 “IMPROVE”      attribute and/or core competency as identified in Part I and II. (“IMPROVE” comments are required for each “N” entry in Part I and II)
 Not required for Spot Report.

SUSTAIN:   CP – Caring manner demonstrates concern for others
           MA/SJ – Rapid intervention caused others to take note and listen
           PF/MB – Carried her load and that of others; excellent bearing
IMPROVE:




              PART IV – OVERALL NET ASSESSMENT (Circle one)
RATED CADET NAME                                         UNIT
                                                                                                                                                       E                   S
                                                                                                                                                  DUTY POSITION (Location if Spot Report)
                                                                                                                                                                                               N         DATE


     Amanda Beiner
RATED CADET SIGNATURE
                                                                                                       1B4   FLRC
                                                                                                   ASSESSOR NAME / INITIALS
                                                                                                                                                                                                         17JUN09
                                                                                                                                                                                                     CADRE        CADET


      Amanda Beiner                                                                               John D. Epstein,                                                                                     X
CDT CMD FORM 156-4A-R Jul 09 - REPLACES ALL PREVIOUS VERSIONS

                                                                                                  2LT, FA
                                                                                               NOTE: Signature indicates that counseling was administered as reflected in Part 1b above, and does not imply agreement with ratings.
                                                                                                                                                                CADET COMMAND REG 145-3
  LEADERSHIP ASSESSMENT REPORT                                                                                                                                  REQUIREMENTS CONTROL SYMBOL ATCC-122

PART I - Attributes (what a leader is): Characteristics that are an inherent part of an individual's total core, physical, and intellectual aspects. Attributes shape how one behaves
1. Character:         A person’s moral and ethical qualities which give a leader motivation to do what is appropriate regardless of circumstances or consequences

    ARMY VALUES (Comments mandatory in Part III for all “NO” entries)                                                       Yes No                                                                                                        Yes No
    1. LOYALTY: Bears true faith and allegiance to the U.S. Constitution, the Army, the Unit and other Soldiers

    2. DUTY: Fulfills professional, legal, and moral obligations                                                                       5. HONOR: Adherence to the Army’s publicly declared code of values
    3. RESPECT: Treats others as they should be treated; promotes dignity, consideration, & fairness                                   6. INTEGRITY: Does what is right both legally and morally; honest in word and deed
    4. SELFLESS-SERVICE: Places welfare of others and Army priorities before self                                                      7. PERSONAL COURAGE: Faces fear, danger, or adversity

    EMPATHY: The ability to see something from another person’s point of view, to identify with and enter into another person’s feelings and emotions

    WARRIOR ETHOS: I will always place the mission first; I will never accept defeat; I will never quit; I will never leave a fallen comrade

                                            Mark “E”, “S”, or “N” for each observed attribute      and/or core competency. IMPROVE comments in Part III are mandatory when rating of “N” is indicated
2. Presence                                                        MB                             Military Bearing                             E
                                                                                                                                                   XS   N    PF                             Physically Fit                                E
                                                                                                                                                                                                                                              XS      N
The impression that a leader makes on others,                                                                                                                        Having sound health, strength, and endurance that supports one’s
                                                                          Projecting a commanding presence and professional image of authority
which contributes to their success in leading                                                                                                                             emotional health and conceptual abilities under stress
them; the image that a leader projects; how
others perceive a leader (outward appearance,                      CF                                 Confident                                E    S   N    RS                                Resilient                                  E      S    N
demeanor, words, and actions)
                                                                     Projects self-confidence and certainty; demonstrates composure and poise; calm           Showing a tendency to recover quickly from setbacks, shock, adversity, stress or
                                                                                     and collected; possesses self control of emotions                                  injury while maintaining a mission and organizational focus


3. Intellectual Capacity                                           MA                Mental Agility             XE     S    N    SJ          Sound Judgment               E
                                                                                                                                                                              X
                                                                                                                                                                              S    N      IN                Innovation                    E      S    N
The ability to draw on the mental tendencies and                     Flexibility of mind; a tendency to anticipate or adapt to   Assesses situations and draws feasible conclusions;        Ability to introduce something new; is original in
resources that shape a leader’s conceptual                                  ever-changing conditions; improvisation                      makes sound and timely decisions                               thoughts and ideas; creative
abilities and impact of effectiveness, which then
are applied to one’s duties and responsibilities
                                                                    IP                          Interpersonal Tact                             E   X
                                                                                                                                                   S    N    DK                          Domain Knowledge                                 E      S   N
                                                                     Effectively interacts with others; possesses the capacity to understand personal              Possessing facts, beliefs, and logical assumptions in relevant areas; technical,
                                                                                 interactions with others; awareness of how others see you                                         tactical, cultural and geopolitical knowledge

             PART II - Core Leader Competencies (what a leader does): Works to lead others; develops themselves, their subordinates and organizations to achieve mission accomplishment

1. Leads
                                                                   LD                               Leads Others                               X
                                                                                                                                               E    S   N     EI           Extends Influence beyond CoC                                   E      S   N
The application of character, presence, intellect                  Motivates, inspires, and influences others to take initiative, to work toward a common      Uses indirect means to influence others outside normal chain of command Involves
                                                                           purpose, to accomplish critical tasks and to achieve unit objectives                             diplomacy, negotiation, conflict resolution and mediation
and abilities while guiding others toward a
common goal and mission accomplishment
                                                                    LE                          Leads by Example                             XE     S   N    CO                            Communicates                                 X
                                                                                                                                                                                                                                        E        S   N
                                                                               Provides the example to others; serves as a role model;                                    Clearly expresses ideas to ensure understanding, actively
                                                                           maintains high standards in all aspects of behavior and character                        listens to others, and practices effective communication techniques

2. Develops Taking actions to foster team                          CP           Creates a Positive                E   XS    N    PS            Prepares Self             XE    S   N      DO             Develops Others                  E      S   N
work, encourage initiative, and to accept                                         Environment                                                                                        Encourages and supports others to                  grow as
personal responsibility, while demonstrating care                                                                                 Self-study, self-development and becoming multi- individuals and teams; prepares others for success; makes the
                                                                      Creates a positive cultural and ethical environment             skilled; ensures they are prepared to lead                     organization more versatile

3. Achieves                                                        GR                                                                           Gets Results                                                                            XE       S   N
Sets objectives and focuses on mission
                                                                                Structuring what needs to be done so results are consistently produced; developing and executing plans while providing direction, guidance and clear
accomplishment                                                                  priorities towards mission accomplishment; manages the resources required for mission accomplishment

CDT CMD FORM 156-4A-R Jul 09 - REPLACES ALL PREVIOUS VERSIONS
   CADET SELF-ASSESSMENT YELLOW
                        CARD
 Cadet completes a self-assessment using a Yellow Card
    (CCF 156-2-R)
 Done minimum twice (2X) during LTC
 Should use the S-T-A-R T-A-R T-A-R format
 Cadre assessor evaluates the writing and content of the
    card and includes in the Cadet’s overall assessment
 Cadre assessor returns the card to the Cadet to allow
    them to write a summary of actions to sustain or improve
    performance
 Cadet must assess themselves an overall E, S, or N

5 October 2012
        CADET SELF-ASSESSMENT REPORT                                                  REQUIREMENTS CONTROL SYMBOL
                              (ROTC Cdt Cmd Reg 145-3)
                                                                                                ATCC-122
Cadet                                           Unit        Unit Position        Length (hours)            Date
          Gilbert                                   1/2/4                   SL                    12              17Jun08




   S: SL during Combat Water Survival test on 17 Jun 08, 14 Cadets, Hot Humid
   T: Lead squad through training
   A: Maintained squad integrity, cohesion from barracks to training site. Held accountability of
   Cadets throughout tenure as SL. Distributed MREs to each squad member. Maintained commo
   with team leaders through training exercise.
   R: Each member of 4th Squad/2nd Platoon made it safely to Gammon Pool for test. All Cadets
   completed exercise safely. Results were successfully distributed to higher. Each member of
   squad received rations and there were no casualties.
   T: Movement to Rappel Training Site
   A: Organize squad at formation site, ensure everyone checks for their equipment, brief
   afternoon’s events.
   R: Squad on time at required place, knowing next actions prior to next squad taking over.
   Accounted for all squad members equipment.


CDT CMD Form 156-2-R JUL 08
                                   Overall Self-Assessment                              E         S    N
My Strongest Attributes or Competencies: (list 1, 2 or 3 )
 1. Interpersonal Tact: Team leaders/ Squad followed out instructions
 2. Gets Results: mission was completed, resources used effectively
 3. Physically Fit: was physically capable of accomplishing the mission
Attributes or Competencies I Need to Improve: (list 1, 2 or 3 )
 1.    Communicates: Instance when Squad members were unsure of orders
 2.      Mental Agility: Did not have time to plan in detail

                                     Complete self-assessment to this point and turn it in prior to counseling
                                                       Cadet Summary of Counseling
My Strong Attributes or Competencies (As Noted by Evaluator):
              Gets Results
Attributes or Competencies to Improve (As Noted by Evaluator):

             Communicates
Actions I Plan to Take:
  Improve two-way communication by answering questions/back briefing with team
  leaders and squad members. Project a larger voice to enhance command presence.




Cadet’s Signature                                         Jarrett Gilbert                 Date17 JUN 08
 CC Form 156-2-R (Reverse Side) Jul 08
                                                                        Cadet                                                                STO /TAC/Assessor
 JOB PERFORMANCE SUMMARY CARD
School                                                                                                                                       Unit



                                     Character              Presence              Intellectual Capacity              Leads             Develops             Achieves


 Date      Position       Assessor   As Obsvd       MB      PF     CF        RS   MA    SJ    IN   IP     DK   LD   EI    LE     CO   CP    PS         DO     GR          NET




     Summary by Attribute or Core Competency


 BPFT: Score____ Pu__Su__Run___                  CWST: GO        LAND NAV:                                BRM: Group___Zero___          Initial Peer               Final Peer
 APFT: Score____Pu__Su__Run____                   NOGO           WR____ DAY ____NIGHT____                 Qual____of 40                 ___of___                   ___of___



                                                                                             Road March: GO__ NOGO__                       %TNG Attended___
FLRC/TDC GO__ NOGO__                             FTX/STX GO___ NOGO___
ROTC CDT CMD FORM 156-18A-R
       JOB PERFORMANCE SUMMARY CARD
                                       (CC FORM 156-18A)
                                         DEVANY, CHRIS                                    2LT REID
         NEW MEXICO MILITARY INSTITUTE (NMMI)                                           1/2/4


6/1     SL  LT Reid            E   S   S   E   S       E N S   S       E   S   S        S   S    S
6/6    SPOT DS JAK                             N                   N                N        N
6/9    PL   LTC IG    DU, SS       S   S   S   E   S     E S S         S E S       S        S    S
6/17   SL   LT Reid   LO,DU    E   S   S   S   E       S S E S           E          S S     S    S




                               E   S   S   S   E   S E S S     S S E       E   S   S S      S    S
   BLUE CARD PRACTICAL EXERCISE
• This exercise was developed as a calibration device to assist
the assessor in observing actions and behavior of a leader in
action.
• You are about to view a few movie clips; assess the
performance of the identified leader.
• At the conclusion of each clip, the assessor will consider all
observed leadership behaviors and determine the proficiency
demonstrated in each observed Leader Attributes & Leader
Core Competencies.
• Leadership behavior is assessed and recorded on the blue
card (Cadet Command Form 156-4A-R), Leadership
Assessment Report.
        LESSONS LEARNED / TTPs
   Allow events to unfold on their own.
   Use chaos as an opportunity to observe Cadet.
   Avoid over-assisting the Cadet during leadership.
   Be open to solutions that are, ‘not the way I would do it.’
   Anticipate but don’t expect.
   Look for leadership in non-leadership roles (spot reports).
   Watch more, write less.
   A quiet leader is not necessarily an ineffective leader.
   Issue orders near lunchtime for incoming leadership.
   Informal assessments use continuation form.

				
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