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AR outlines the administrative requirements necessary to complete these portions of the support form. Some key requirements: The rater will - a. Counsel the rated Soldier. This discussion gives the rated Soldier a guide for performance while learning new duties and responsibilities in the unit of assignment.
By doing this, the rater is given a quick assessment of the rated Soldier and the work situation. It will also help the rater develop the best duty description and performance objectives for the rated Soldier.
Senior raters and reviewing officials will - a. Ensure support forms or equivalent are provided to all rated Soldiers they senior rate at the beginning of and throughout the respective rating periods. The rated NCO plays a significant role in counseling sessions and the evaluation process throughout the rating period. In the event of geographical separation, correspondence and telephone conversations will be used as alternatives to face-to face counseling followed by face-to-face discussions between the rated Soldier and the rater at the earliest opportunity.
The overall definition of each attribute and competency is addressed in the base support form. Key points: a. An informed ethical conscience consistent with the Army Values strengthens leaders to make the right choices when faced with tough issues. Army leaders must embody these values and inspire others to do the same.
Character is essential to successful leadership. It determines who people are, how they act, helps determine right from wrong and choose what is right. Values are fundamental to help people discern right from wrong in any situation. The Army has seven values to develop in all Army individuals: loyalty, duty, respect, selfless service, honor, integrity, and personal courage.
This assessment should identify, as appropriate, any significant actions or contributions the rated officer or NCO made toward -- 1 Promoting the personal and professional development of subordinates; 2 Ensuring the fair, respectful treatment of unit personnel; and 3 Establishing a workplace and overall command climate that fosters dignity and respect for all members of the unit.
The ability to identify with and enter into another person feelings and emotions. The desire to care for and take care of Soldiers and others. Leaders illustrate through their presence that they care. There is no greater inspiration than leaders who routinely share in team hardships and dangers. Being where subordinates perform duties allows the leader to have firsthand knowledge of the real conditions Soldiers and Army Civilians face.
Presence is a critical attribute leaders need to understand. It is not just a matter of showing up; actions, words and the manner in which leaders carry themselves convey presence. Projecting a professional image of authority. Ш Resilience - Showing a tendency to recover quickly from setbacks, shock, injuries, adversity, and stress while maintaining a mission and organizational focus. Conceptual abilities enable effective problem solving and sound judgment before implementing concepts and plans.
They help one think creatively and reason analytically, critically, ethically and with cultural sensitivity to consider unintended as well as intended consequences.
Leaders must anticipate the second- and third-order effects of their actions. Anticipating or adapting to uncertain or changing situations; to think through outcomes when current decisions or actions are not producing desired effects. The ability to apply multiple perspectives and approaches. Ш Sound judgment - The capacity to assess situations shrewdly and draw sound conclusions.
The tendency to form sound opinions, make sensible decisions and reliable guesses. The ability to assess strengths and weaknesses of subordinates, peers, and enemy to create appropriate solutions and action.
Ш Innovation - The ability to introduce new ideas based on opportunity or challenging circumstances. Creativity in producing ideas and objects that are both novel and appropriate. Ш Interpersonal tact - The capacity to understand interactions with others. Being aware of how others see you and sensing how to interact with them effectively. Conscious of character, reactions and motives of self and others and how they affect interactions.
Recognizing diversity and displaying self-control, balance, and stability. Ш Expertise - Possessing facts, beliefs, logical assumptions and understanding in relevant areas. LEADS: Leads others, Builds trust, Extends influence beyond the chain of command, Leads by example, Communicates Army leaders apply character, presence, intellect and abilities to the core leader competencies while guiding others toward a common goal and mission accomplishment.
Direct leaders influence others person-to-person, such as a team leader who instructs, encourages hard work and recognizes achievement. Organizational and strategic leaders influence within their sphere of influence, including immediate subordinates and staffs, but often guide their organizations using indirect means of influence. At every level, leaders take advantage of formal and informal processes to extend influence beyond the traditional chain of command.
Influence is the essential element of leadership. Influence refers to how people create and relay their messages, behaviors and attitudes to affect the intentions, beliefs, behaviors and attitudes of another person or group of people.
The major forms of influence are commitment and compliance. Army leaders have choices in influence methods dependent on audience, intent and expected reaction. Leaders use several influence methods that reduce resistance and fall along a continuum between compliance and commitment. The methods described below seek different degrees of compliance: Ш Leads others - Leaders motivate, inspire, and influence others to take initiative, work toward a common purpose, accomplish critical tasks, and achieve organizational objectives.
Influence focuses on compelling others to go beyond their individual interests and to work for the common good. Ш Builds trust - Leaders build trust to mediate relationships and encourage commitment among followers. Trust starts from respect among people and grows from common experiences and shared understanding. Ш Extends influence beyond the chain of command - Leaders need to influence beyond their direct lines of authority and beyond chains of command to include unified action partners. In these situations, leaders use indirect means of influence: diplomacy, negotiation, mediation, arbitration, partnering, conflict resolution, consensus building, and coordination.
Ш Leads by example - Leaders serve as role models. They maintain standards and provide effective examples through their actions. All Army leaders should model the Army Values. Modeling provides tangible evidence of desired behaviors and reinforces verbal guidance through demonstration of commitment and action. Ш Communicates - Leaders communicate effectively by clearly expressing ideas and actively listening to others. By understanding the nature and importance of communication and practicing effective communication techniques, leaders will relate better to others and be able to translate goals into actions.
Communication is essential to all other leadership competencies. Guidance from higher headquarters may help, but leaders have to make the tough calls to keep a healthy balance.
Leaders improve the organization while accomplishing missions. They should leave the organization better than it was when they arrived. Ш Prepares self - Leaders prepare to execute their leadership responsibilities fully. They are aware of their limitations and strengths and seek self- development.
Leaders maintain self-discipline, physical fitness, and mental well-being. They continue to improve the expertise required of their leadership roles and their profession.
Ш Develops others - Leaders encourage and support others to grow as individuals and teams. They facilitate the achievement of organizational goals through helping others to develop. They prepare others to assume new positions elsewhere in the organization, making the organization more versatile and productive. Ш Stewards the profession - Leaders take care of the Army profession by applying a mindset that embodies cooperative planning and management of all resources, but especially providing for a strong Army team.
Leaders actively engage in sustaining full military readiness and preventing the loss of effectiveness as far into the future as possible. Effectiveness directly relates to the core leader competency of getting results. From the definition of leadership, achieving focuses on accomplishing the mission. Achieving begins in the short-term by setting objectives. In the long-term, achieving requires getting results in pursuit of those objectives.
Getting results focuses on structuring what needs to be done to produce consistent results. A leader gets results by providing guidance and managing resources, as well as performing the other leader competencies. Gets results focuses on consistent and ethical task accomplishment through supervising, managing, monitoring, and controlling the work.
DA Form 2166-9-1A "NCO Evaluation Report Support Form"
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DA Form 2166-8
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