Form Cg 3788E PDF Details

In the realm of the U.S. Coast Guard, an essential tool for assessing the performance and potential of chief petty officers is encapsulated within the CG-3788E form, part and parcel of the Department of Homeland Security's structured approach to evaluations. This comprehensive document serves as a means to document and communicate the effectiveness, capabilities, and future leadership prospects of members, structured meticulously to cover an array of performance factors including military bearing, professional qualities, and leadership potential, among others. It demands precise adherence to guidelines - from the utilization of specific marking schemes to the provision of substantiated comments for particular ratings. The form instructs members to submit a detailed account of their achievements and areas of responsibility, thereby ensuring an objective assessment. It emphasizes the importance of supporting comments for assigned marks, especially those that fall on the lower end of the performance spectrum or pertain to future potential and conduct. Moreover, it lays down a framework for supervisors and officials within the rating chain to review, recommend, and approve evaluations, ensuring that each step is taken with thoughtful consideration towards the member's contributions and growth within the Coast Guard. This form, reflective of the Coast Guard's commitment to maintaining high standards of professionalism and readiness, plays a crucial role in the career development of chief petty officers, shaping their pathways towards leadership and higher responsibilities.

QuestionAnswer
Form NameForm Cg 3788E
Form Length5 pages
Fillable?No
Fillable fields0
Avg. time to fill out1 min 15 sec
Other namescoast guard 3788e, cg3788d, cg3788, cg 3788e form

Form Preview Example

DEPARTMENT OF HOMELAND SECURITY

zy

U.S. Coast Guard

ENLISTED EVALUATION REPORT

CHIEF PETTY OFFICER

INSTRUCTIONS

•Use a pen or pencil.

• Darken the oval completely.

CORRECT MARK

INCORRECT MARKS

• Do not make any stray marks on this form.

 

●

Reference: (a) Enlistments, Evaluations, and Advancements, COMDTINST M1000.2 (series)

(b) Enlisted Evaluation System Procedures Manual, PSCINST 1611.2 (series)

MEMBER: Submit a copy of current Rating Performance Qualifications (RPQ); billet assigned competencies, watch quarter station bill assignments; collateral duties; and significant achievements that are objective, accurate, and timely. Please note significant accomplishments or aspects of performance that occurred during this marking period.

RATING CHAIN: Review reference (a), reference (b), and other pertinent directives that establish policies and procedures for completing enlisted evaluation reports and assigning marks against written performance standards. All competencies within each performance factor must be evaluated.

COMMENTS: Written comments are required to support each mark of 1, 2, 3, 7, unsatisfactory conduct, and not ready or not recommended for advancement. Supporting comments for a 1, 2, 3, or 7 should be in the space provided after each factor, are limited to two lines of text for each competency and should be concise and provide specific examples of performance or behavior. Written comments for unsatisfactory conduct must be provided on a separate page and must be specific and sufficient enough to fully describe the conduct that led to an unsatisfactory mark. Written comments for not ready or not recommended for advancement must be provided on a separate page, and must be specific and sufficient enough to describe why the member is not ready or not recommended for advancement.

FUTURE POTENTIAL: Required. Provide written, succinct comments describing potential for future leadership responsibilities, including potential to successfully serve in future special, independent, or command cadre assignments, for all personnel. This block is not a substitute for a command endorsement for such assignments; commands should seek to limit comments to the extent necessary to describe the member's future leadership potential.

SUPERVISOR: After observing and gathering input on member's performance and behavior, evaluate member's performance against the written performance standards and recommend marks by darkening the appropriate ovals. Provide the completed report with recommended marks and written comments to the Marking Official.

MARKING OFFICIAL: Review the marks recommended by the Supervisor and, considering other information on the member's performance and behavior, recommend marks by darkening the appropriate ovals and entering the numerical equivalent in the “Mark” column. Provide the completed report with recommended marks and written comments to the Approving Official.

APPROVING OFFICIAL: Review the marks recommended by the Marking Official. Marks not concurred with must be discussed with the Marking Official. To change a mark, assign the new mark, and change the "Mark" column. Confirm that required written comments are provided when required. Ensure that the member is counseled on the marks and the member signs the worksheet. Verify that the marks are entered into the Coast Guard Direct Access System and that the evaluation is marked final within the timeframe specified in reference (a).

1.

RATE, FIRST NAME, LAST NAME

2.

EMPLOYEE ID #

 

 

 

 

3.

UNIT NAME

4.

PERIOD ENDING (MM/DD/YYYY) 5. PAY GRADE

E7

6.REASON (choose only one reason):

REGULAR:

ANNUAL

UNSCHEDULED (review references to determine when required):

DISCIPLINE

CHANGE OF COMMANDING OFFICER'S RECOMMENDATION TRANSFER

REDUCTION (OTHER THAN DISCIPLINARY)

SERVICEWIDE EXAM (SWE)

CHANGE IN RATE

PERMANENT RELIEF FOR CAUSE

PROBATION

ADVANCEMENT (DAY PRIOR TO ADVANCEMENT)

CHANGE IN APPROVING OFFICIAL

RESERVE ADOS

CG­3788E (02/19)

Page 1 of 5

MILITARY: Measures a member's ability to bring credit to the Coast Guard through personal demeanor and professional actions.

MILITARY BEARING: The degree to which the member adhered to uniform and grooming standards, and projected a professional image that brought credit to the Coast Guard. Enforced standards for others.

1

Failed to consistently adhere to uniform or grooming standards. Set poor example for others. Failed to address substandard performance of subordinates, if assigned.

3

Complied with and enforced uniform and grooming standards. Well versed in military etiquette. Projected a professional image that brought credit to the Coast Guard.

5

Exemplified the highest uniform and grooming standards. Demanded exceptional performance from others. Performance of subordinates, if assigned, was exceptional.

7

MARK

CUSTOMS, COURTESIES, AND TRADITIONS: The extent to which the member conformed to military customs, courtesies, traditions and protocols; set and enforced standards for others.

1

Failed to consistently adhere to military protocols for customs, courtesies, and traditions. Failed to address substandard performance of subordinates, if assigned.

3

Conformed to military protocols for customs, courtesies, and traditions and integrated them into daily leadership practices. Role model for others. Enforced standards.

5

Demonstrated outstanding knowledge of military customs, courtesies, traditions and protocols. Actively advised others on ceremonies and events. Performance of subordinates, if assigned, was exceptional.

7

MARK

Comments (Limited to a maximum of two lines of text per competency):

PERFORMANCE: Measures a member's willingness to acquire knowledge and the ability to use knowledge, skill, and direction to accomplish work.

QUALITY OF WORK: The

1

Needed help in prioritizing routine

3

Used training, experience, and

degree to which the member

 

tasks. Work frequently failed to meet

 

proper procedures to produce

utilized knowledge, skills, and

 

expectations. Failed to stand proper

 

finished work of great quality.

expertise to effectively organize

 

watches, if assigned. Repeatedly

 

Worked efficiently. Stood

and prioritize tasks. Completed

 

failed to meet supervisor or customer

 

responsible watches, if assigned.

quality work and met customer

 

needs.

 

Prioritized and balanced needs of

needs.

 

 

 

supervisor and customers.

 

 

 

 

 

TECHNICAL PROFICIENCY:

1

Demonstrated below­standard

3

Demonstrated solid grasp of the

The degree to which the member

 

knowledge and skill for rate or current

 

knowledge, skills, and expertise for

demonstrated technical

 

assignment. Failed to acquire or

 

rate or current assignment. Met or

competency and proficiency for

 

maintain required qualifications.

 

maintained required qualifications.

rating or current assignment.

 

 

 

Developed or maintained a robust

Took responsibility for the

 

 

 

plan to ensure adequate

development of self and others.

 

 

 

professional development

 

 

 

 

opportunities for subordinates, if

 

 

 

 

assigned.

 

 

 

 

 

5

Consistently produced expert­quality

7

MARK

 

work that exceeded expectations and

 

 

 

standards. Successfully resolved

 

 

 

challenging situations while on duty.

 

 

 

Effectively set priorities for new or

 

 

 

complex tasks. Consistently met

 

 

 

required timelines. Anticipated and

 

 

 

continually met customer needs.

 

 

 

 

 

 

5

Demonstrated mastery of

7

MARK

 

knowledge, skills, and expertise for

 

 

 

current assignment. Achieved or

 

 

 

maintained advanced qualifications.

 

 

 

Technical expertise significantly

 

 

 

contributed to unit's mission success.

 

 

 

Led initiatives directly resulting in the

 

 

 

significant professional development

 

 

 

of others.

 

 

 

 

 

 

INITIATIVE: The degree to which

1

Avoided additional responsibility.

3

Required little or no guidance to

the member was a self starter

 

Implemented or supported

 

accomplish assigned tasks.

and completed meaningful

 

improvements only when directed to

 

Effectively prioritized work to meet

accomplishments. Encouraged

 

do so. Potential improvements in

 

deadlines. Independently sought out

others to do the same. Voluntarily

 

methods, service, or products went

 

additional responsibilities and

took on more than assigned

 

unexplored.

 

actively encouraged others to do

duties.

 

 

 

the same.

 

 

 

 

 

STRATEGIC THINKING: The

1

Lack of strategic foresight led to

3

Actively participated in the

degree to which the member

 

negative impacts on personnel,

 

implementation of unit or

participated in the implementation

 

mission objectives, or resource

 

organizational objectives.

of unit or organizational

 

allocation.

 

Demonstrated an understanding of

objectives. Member's

 

 

 

resource allocation decisions and

understanding of resource

 

 

 

subsequent impacts on long­term

allocation decisions and

 

 

 

goals and plans. Focused on the

subsequent impacts on long­term

 

 

 

strategic intent of the current

goals and plans.

 

 

 

mission and routinely solved issues

 

 

 

 

for future outcomes.

 

 

 

 

 

5

Eagerly sought additional

7

MARK

 

responsibility and performed duties

 

 

 

beyond expectations of role. A

 

 

 

self­starter who expertly prioritized

 

 

 

work assignments. An

 

 

 

action­oriented leader who inspired

 

 

 

others to get involved and seek

 

 

 

additional duties.

 

 

 

 

 

 

5

Prioritized milestones and resources

7

MARK

 

to align with long­term goals and

 

 

 

plans. Accurately forecasted

 

 

 

strategic challenges and influenced

 

 

 

the development of unit and

 

 

 

organizational objectives.

 

 

 

 

 

 

CG­3788E (02/19)

Page 2 of 5

Comments (Limited to a maximum of two lines of text per competency):

PROFESSIONAL QUALITIES: Measures those qualities the Coast Guard values in its people.

DECISION MAKING AND

1

Failed to make necessary decisions or

3

Demonstrated analytical thought

PROBLEM SOLVING: The

 

jumped to conclusions without

 

and exercised appropriate risk

degree to which the member

 

considering facts, alternatives, or

 

management in making decisions.

made sound decisions and

 

risks. Unable to solve issues within

 

Anticipated problems and took

provided valid recommendations

 

own authority. Did not support a

 

prompt actions to seek resolution.

by using facts, experience, risk

 

culture of innovation or creative

 

Encouraged innovation and creative

assessment, and analytical

 

thinking.

 

thinking.

thought.

 

 

 

 

 

 

 

 

 

MILITARY READINESS: The

1

Lacked effort to comply or assist

3

Managed stress to prevent negative

degree to which the member

 

others with readiness standards.

 

impact on job performance and

effectively identified and

 

Performance suffered due to lack of

 

emotional well­being. Maintained

managed stress, and engaged in

 

compliance with health, well­being, or

 

compliance with medical and

activities that promoted physical

 

readiness standards. Indifferent to

 

readiness standards, mandated

fitness and emotional well­being.

 

work­life balance.

 

training, and qualifications.

Ensured compliance with

 

 

 

Complied with weight standards

personal readiness standards for

 

 

 

throughout the entire period.

self and others.

 

 

 

Demonstrated financial

 

 

 

 

responsibility. Used alcohol

 

 

 

 

responsibly, if at all. Participated in

 

 

 

 

physical fitness activities. Fostered

 

 

 

 

a positive work­life balance. Closely

 

 

 

 

monitored readiness compliance of

 

 

 

 

subordinates, if assigned.

 

 

 

 

 

5 Designed or implemented significant

7 MARK

improvements to programs or

 

processes. Made reasoned,

 

effective, and timely decisions after

 

considering all relevant factors and

 

options. Fostered a culture of

 

innovation and creative thinking.

 

 

 

5 Championed compliance with

7 MARK

readiness standards throughout unit.

 

Held others accountable for meeting

 

readiness requirements, took

 

administrative action when

 

necessary. Made significant

 

contributions to health, well­being,

 

and readiness of subordinates and

 

unit. Actively supported additional

 

opportunities for crew fitness beyond

 

requirements.

 

SELF­AWARENESS AND LEARNING: The degree to which the member continued to assess self, develop professionally, improve current skills and knowledge, and acquire new skills.

1

Failed to assess personal strengths or weaknesses. Lacked commitment to personal or professional development of self or others.

3

Consistently assessed self and prepared for greater responsibilities through education or training. Identified needs and abilities of others. Sought available opportunities to increase knowledge and further develop skills for all.

5

Aggressively sought opportunities for personal and professional growth for self and others. Assumed greater responsibility through leading professional development opportunities for others.

7

MARK

PARTNERING: The degree to which the member collaborated across organizational boundaries with stakeholders to enhance and execute assigned duties and tasks.

1

Failed to maintain or develop partnerships. Little engagement outside assigned responsibilities. Attitude or personality was detrimental to building beneficial working relationships.

3

Maintained positive working relationships to enhance and support mission success.

Maintained appropriate level of contact with internal and external stakeholders to ensure efficient use of resources.

5

Developed new or strengthened existing strategic partnerships to improve efficiency and conserve resources. Encouraged collaboration across organizational boundaries.

7

MARK

Comments (Limited to a maximum of two lines of text per competency):

CG­3788E (02/19)

Page 3 of 5

LEADERSHIP: Measures a member's ability to direct, guide, develop, influence, and support others in performing work.

RESPECT FOR OTHERS: The

1

Showed apathy to the importance of

3

Demanded an environment that

5

Demonstrated a strong personal

7

MARK

degree to which the member

 

diversity, fairness, dignity,

 

supported diversity, fairness,

 

commitment to fair and equal

 

 

fostered an environment that

 

compassion, and creativity. Treated

 

dignity, compassion, and creativity.

 

treatment of others. Made

 

 

supported diversity, fairness,

 

others unfairly or with bias. Did not

 

Worked comfortably with others of

 

noteworthy contributions to prevent

 

 

dignity, compassion, and

 

hold others accountable for

 

all ranks and positions. Showed

 

and eliminate prejudicial actions in

 

 

creativity.

 

disrespectful behavior.

 

respect for cultural differences. Held

 

the work place. Actively championed

 

 

 

 

 

 

self and others accountable.

 

respectful and inclusive behavior.

 

 

 

 

 

 

 

 

 

 

 

ACCOUNTABILITY AND

1

Provided little or no support for

3

Took ownership of assigned duties

5

Skillfully applied policies and

7

MARK

RESPONSIBILITY: The degree

 

policies and decisions. Unwilling to

 

and work area. Required self and

 

regulations to solve complex

 

 

to which the member took

 

hold self or others accountable for

 

others to conform to military rules

 

performance and compliance issues.

 

 

responsibility of assigned duties

 

actions. Poorly managed personnel,

 

and regulations. Supported

 

Made excellent recommendations to

 

 

and work area. Held self and

 

financial, or material resources.

 

established policies and decisions.

 

support positive recognition and

 

 

others accountable to Coast

 

 

 

Initiated appropriate administrative

 

corrective actions. Expertly managed

 

 

Guard standards.

 

 

 

and disciplinary action when

 

personnel, financial, and material

 

 

 

 

 

 

necessary. Appropriately managed

 

resources.

 

 

 

 

 

 

personnel, financial, and material

 

 

 

 

 

 

 

 

resources.

 

 

 

 

 

 

 

 

 

 

 

 

 

WORKFORCE MANAGEMENT:

1

Failed to demonstrate understanding

3

Effectively managed personnel to

5

Achieved superior results through

7

MARK

The degree to which the member

 

of Coast Guard personnel policies and

 

achieve mission success. Made

 

team management. Excelled at

 

 

effectively managed, mentored,

 

regulations. Unable to direct personnel

 

recommendations or referrals to

 

communicating organizational and

 

 

and directed assigned personnel

 

to achieve acceptable results.

 

senior leaders concerning

 

mission requirements impacting

 

 

in accordance with Coast Guard

 

 

 

personnel development, utilization,

 

personnel. Actions demonstrated an

 

 

policy.

 

 

 

evaluation, recognition, and

 

excellent knowledge of Coast Guard

 

 

 

 

 

 

discipline actions. Actively involved

 

personnel policies.

 

 

 

 

 

 

in mentoring.

 

 

 

 

 

 

 

 

 

 

 

 

 

EFFECTIVE COMMUNICATION:

1

Used inappropriate communication.

3

Effectively utilized clear, concise,

5

Expertly communicated in all formal

7

MARK

The degree to which the member

 

Unwilling to accept feedback.

 

and appropriate communication in

 

and informal settings. Written work

 

 

effectively utilized all forms of

 

Thoughts and directions expressed in

 

formal and informal settings to

 

met highest standards. Verbal and

 

 

communication in formal and

 

disorganized manner. Performance of

 

accomplish tasks. Listened

 

written communications were clear

 

 

informal settings.

 

others suffered as a result of poor

 

attentively. Conscious of impact of

 

and concise. Presentations were

 

 

 

 

communication.

 

non­verbal communication.

 

well­rehearsed and appropriate for

 

 

 

 

 

 

Accepted and provided constructive

 

audience.

 

 

 

 

 

 

feedback. Presentations were well

 

 

 

 

 

 

 

 

organized and delivered.

 

 

 

 

 

 

 

 

 

 

 

 

 

CHIEFS MESS LEADERSHIP

1

Did not participate as a member of a

3

Participated as an active member of

5

Exemplified leadership within a

7

MARK

AND PARTICIPATION: The

 

Chiefs Mess. Did not support or

 

a Chiefs Mess. Actively supported

 

Chiefs Mess and actively supported

 

 

degree to which this CPO

 

demonstrate sufficient knowledge of

 

Command, CMC, COTM, and

 

COTM goals and initiatives.

 

 

supported the Chiefs Mess and

 

the Command, CMC, COTM, and

 

MCPOCG's Mission, Vision,

 

Championed programs in support of

 

 

the MCPOCG's Mission, Vision,

 

MCPOCG's Mission, Vision, Guiding

 

Guiding Principles, and Standing

 

the Command, CMC, COTM, and

 

 

Guiding Principles, and Standing

 

Principles, and Standing Orders.

 

Orders.

 

MCPOCG's Mission, Vision, Guiding

 

 

Orders.

 

 

 

 

 

Principles, and Standing Orders.

 

 

 

 

 

 

 

 

 

 

 

Comments (Limited to a maximum of two lines of text per competency):

CG­3788E (02/19)

Page 4 of 5
Assign this mark if, in the view of the rating official, at the time of this evaluation the individual has the capability and capacity to carry out the duties and responsibilities of the next higher grade, and has satisfied all eligibility and qualification requirements for the next higher grade. Required time in grade shall not be considered when determining overall eligibility for advancement.
Assign this mark if, in the view of the rating official, at the time of this evaluation the individual is satisfactorily performing their required duties but is not yet ready to carry out the duties and responsibilities of the next higher grade, or has not satisfied all eligibility and qualification requirements for the next higher grade. Required time in grade shall not be considered when determining overall eligibility for advancement.
Assign this mark if, in the view of the rating official, the individual should not be advanced to the next higher grade, regardless of qualification or eligibility, due to negative conduct or poor performance, including an unsatisfactory conduct mark, or good order and discipline issues.

CONDUCT

The degree to which this member, through personal behavior, conformed to the rules, regulations, military standards, and Coast Guard Core Values, both on and off duty.

UNSATISFACTORY

(Comments must be provided on a separate page. Comments should be specific and sufficient to describe the conduct that led to an “Unsatisfactory” mark.)

Failed to meet minimum standards as evidenced by NJP, CM, or civil conviction; or brought discredit to the Coast Guard as evidenced by adverse CG­3307 entries, including financial irresponsibility, non­support to dependents, or alcohol incidents; or failed to conform to civilian and military rules, regulations, and standards.

SATISFACTORY

No NJP, CM, or civil conviction; promoted and supported respect for rules, regulations, and civilian and military standards.

FUTURE POTENTIAL: Provide succinct, written comments describing the member's potential for future leadership responsibilities including their potential to successfully serve in future special, independent, or command cadre assignments.

Comments (Limited to a maximum of five lines of text; comments are required, however all lines are not required to be used):

ADVANCEMENT POTENTIAL (Comments must be provided on a separate page for not ready and not recommended):

READY:

NOT READY:

NOT RECOMMENDED:

 

Ready

SUPERVISOR:

Not Ready

 

 

Not Recommended

 

Ready

MARKING

Not Ready

OFFICIAL:

 

 

Not Recommended

 

Ready

APPROVING

Not Ready

OFFICIAL:

 

 

Not Recommended

I CERTIFY THAT I HAVE EVALUATED THIS MEMBER AGAINST THE WRITTEN PERFORMANCE STANDARDS AND I HAVE PROVIDED WRITTEN DOCUMENTATION FOR SUPPORT OF EACH MARK OF 1, 2, 3, 7, OR UNSATISFACTORY CONDUCT AND TERMINATION OF GOOD CONDUCT ELIGIBILITY.

SUPERVISOR'S NAME

 

RATE/RANK

DATE

 

 

 

 

I CERTIFY THAT I HAVE EVALUATED THIS MEMBER AGAINST THE WRITTEN PERFORMANCE STANDARDS AND I HAVE PROVIDED WRITTEN DOCUMENTATION FOR SUPPORT OF EACH MARK OF 1, 2, 3, 7, OR UNSATISFACTORY CONDUCT AND TERMINATION OF GOOD CONDUCT ELIGIBILITY.

MARKING OFFICIAL'S NAME

 

RATE/RANK

DATE

 

 

 

 

Concur

Do Not Concur, changes made

Required comments for unsatisfactory conduct, not ready, or not recommended for advancement attached on separate page.

APPROVING OFFICIAL'S NAME

 

RATE/RANK

DATE

 

 

 

 

MEMBER: I ACKNOWLEDGE HAVING BEEN COUNSELED ON AND REVIEWED MY ENLISTED EVALUATION REPORT FOR THIS PERIOD. I HAVE BEEN BRIEFED ON AND FULLY UNDERSTAND THE SIGNIFICANCE THAT THE ASSIGNED MARKS HAVE ON MY GOOD CONDUCT ELIGIBILITY. I UNDERSTAND THAT I HAVE 15 CALENDAR DAYS IN WHICH TO SUBMIT A MARKS APPEAL. I HAVE BEEN BRIEFED ON AND FULLY UNDERSTAND THE ACTION TAKEN ON MY ADVANCEMENT RECOMMENDATION AND LEADERSHIP POTENTIAL.

SIGNATURE

DATE

PRIVACY ACT STATEMENT

Authority: 14 USC 633 and COMDTINST M1000.2 (series).

Purpose: To provide feedback on enlisted member's performance and to assist in determining suitability for advancement, selection and assignments.

Routine Uses: Same.

Disclosure: Mandatory. Failure to disclose required information may adversely affect advancement, selection and assignment decisions.

CG­3788E (02/19)

Page 5 of 5

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How to prepare form 3788 editable step 1

2. Once your current task is complete, take the next step – fill out all of these fields - MILITARY BEARING The degree to, CUSTOMS COURTESIES AND TRADITIONS, Failed to consistently adhere to, military protocols for customs, Conformed to military protocols, Demonstrated outstanding, MARK, knowledge of military customs, Comments Limited to a maximum of, PERFORMANCE Measures a members, QUALITY OF WORK The degree to, Needed help in prioritizing, tasks Work frequently failed to, Used training experience and, and MARK with their corresponding information. Make sure to double check that everything has been entered correctly before continuing!

tasks Work frequently failed to, Used training experience and, and MILITARY BEARING The degree to of form 3788 editable

3. This next step is mostly about TECHNICAL PROFICIENCY The degree, INITIATIVE The degree to which the, STRATEGIC THINKING The degree to, Demonstrated belowstandard, Demonstrated solid grasp of the, Demonstrated mastery of, MARK, knowledge and skill for rate or, knowledge skills and expertise for, knowledge skills and expertise for, Avoided additional responsibility, Required little or no guidance to, Eagerly sought additional, MARK, and Implemented or supported - complete each of these empty form fields.

form 3788 editable completion process detailed (part 3)

4. The following part will require your attention in the subsequent areas: Comments Limited to a maximum of, PROFESSIONAL QUALITIES Measures, DECISION MAKING AND PROBLEM, MILITARY READINESS The degree to, Failed to make necessary, Demonstrated analytical thought, Designed or implemented, MARK, jumped to conclusions without, and exercised appropriate risk, improvements to programs or, Lacked effort to comply or assist, Managed stress to prevent negative, Championed compliance with, and MARK. Be sure that you provide all needed information to move forward.

form 3788 editable completion process outlined (part 4)

Always be extremely mindful while filling out improvements to programs or and MILITARY READINESS The degree to, as this is where most users make some mistakes.

5. This pdf needs to be concluded by dealing with this segment. Further you can find a full set of blanks that need appropriate details to allow your form usage to be accomplished: impact on job performance and, SELFAWARENESS AND LEARNING The, Failed to assess personal, Consistently assessed self and, weaknesses Lacked commitment to, prepared for greater, Aggressively sought opportunities, MARK, PARTNERING The degree to which the, Failed to maintain or develop, Maintained positive working, partnerships Little engagement, relationships to enhance and, Developed new or strengthened, and MARK.

impact on job performance and, PARTNERING The degree to which the, and Aggressively sought opportunities inside form 3788 editable

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