PERFORMANCE TRAITS: 1.0 – Below standards / not progressing or UNSAT in any one standard; 2.0 – Does not yet meet all 3.0 standards; |
3.0 – Meets all 3.0 |
standards; 4.0 – Exceeds most 3.0 standards; |
5.0 – Meets overall criteria and most of the specific standards for 5.0. Standards are not all inclusive. |
PERFORMANCE |
1.0* |
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2.0 |
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3.0 |
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4.0 |
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5.0 |
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Pro- |
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Above |
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TRAITS |
Below Standards |
Meets Standards |
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Greatly Exceeds Standards |
gressing |
Standards |
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33. |
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- Neglects growth/development or welfare |
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- Effectively stimulates growth/development in |
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- Inspiring motivator and trainer. Junior |
DECKPLATE |
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of Junior Officer and Enlisted Sailors. |
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Junior Officers and Enlisted Sailors. |
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Officers and Enlisted Sailors reach highest |
LEADERSHIP: |
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level of growth and development. |
- Organizing, |
- Presence not felt on the deckplates. |
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- Visible and engaged on the deckplate; sets |
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- Always visible and engaged on the deckplate; |
motivating and |
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positive tone. |
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energetically sets positive tone across CMD. |
developing others to |
- Does not set or achieve goals relevant to |
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- Sets/achieves useful, realistic goals that |
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- Leadership achievements dramatically |
accomplish goals. |
command mission and vision. |
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support command mission. |
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further command mission and vision. |
- Engaging and |
- Does not tailor leadership style to |
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- Tailors leadership to situation to accomplish |
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- Seamlessly tailors leadership to each Sailor’s |
visible presence |
situation or individual. |
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mission. |
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strengths, weaknesses and goals to maximize |
establishes positive |
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mission effectiveness. |
tone for command. |
- Fails to organize, creates problems for |
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- Organizes successfully, implementing process |
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- Superb organizer, great foresight, develops |
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subordinates. |
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improvements and efficiencies. |
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process improvements and efficiencies. |
NOB |
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- Lacks ability to manage under |
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- Performs well in stressful situations. |
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- Perseveres through the toughest |
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stress. |
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challenges and inspires others. |
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34. |
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- Lacks basic Navy knowledge. |
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- Has thorough knowledge of Navy |
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- Navy Expert, complete understanding of |
INSTITUTIONAL |
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organization and structure. |
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purpose, organization, and structure. |
AND TECHNICAL |
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- Unaware and unwilling to learn details of |
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- Has thorough knowledge of Navy programs |
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- Detailed, current knowledge and strong |
EXPERTISE: |
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Navy programs and policies. |
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and policies. |
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advocate for all Navy programs and policies. |
- Institutional, policy |
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- Lacks basic professional knowledge to |
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- Has detailed rating knowledge; resolves |
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- Recognized expert, sought after to solve |
and technical |
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perform effectively. |
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technical issues within rating. |
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difficult problems, executes innovative ideas. |
knowledge. |
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- Cannot apply basic skills. |
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- Competently performs both routine and new |
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- Exceptionally skilled; complete accuracy and |
- Practical application, |
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tasks. |
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precision in all technical actions, duties and |
procedural |
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- Tactical knowledge and skill in specialty |
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- Tactical knowledge and skill in specialty |
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procedures. |
compliance. |
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are below standards compared to |
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equal to others of same rank and |
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- Tactical knowledge and skill in |
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NOB |
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others of same rank and experience. |
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experience. |
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command mission and function. |
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35. |
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- Fails to uphold and enforce standards. |
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- Actively teaches, upholds and enforces |
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- Proactively teaches, upholds, and enforces |
PROFESSIONALISM: |
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standards with peers and subordinates. |
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standards throughout the command. |
- Standard enforcement; |
- Does not effectively utilize the Chief’s |
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- Participates in command planning and |
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- Actively leads command activities, solves |
taking initiative, |
Mess to plan and solve challenges. |
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problem solving through the Chief’s Mess. |
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command challenges, and drives mission |
planning/prioritizing/ |
- Improvement of peers, subordinates, and |
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- Committed to professional education/training |
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accomplishment through the Chief’s Mess. |
solving challenges in |
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- Fosters an environment of improvement, |
Chief’s Mess. |
self not a priority. |
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for self and subordinates. |
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education and professional development. |
- Continuous learning; |
- Unable to meet one or more physical |
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- A leader in physical readiness. |
Standards of appearance, |
readiness standards. |
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- Complies with physical readiness program. |
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- Exemplary personal appearance and |
conduct, physical fitness, |
- Consistently unsatisfactory appearance or |
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- Excellent personal appearance and |
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representative of the Navy. |
qualifications. |
unsatisfactory demeanor or conduct. |
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representative of the Navy. |
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- Team builder, inspires cooperation and focus |
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- Creates conflict, unwilling to work with |
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- Reinforces others’ efforts, meets personal |
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on mission accomplishment; leverages |
NOB |
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others, puts self above team. |
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commitments to team. |
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talents of all Sailors. |
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36. |
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- Does not consistently demonstrate loyalty |
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- Loyal to mission, seniors, peers and |
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- Loyal to mission, seniors, peers and |
LOYALTY: |
to mission, seniors, peers or subordinates. |
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subordinates; moral courage to raise issues |
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subordinates; moral courage to raise issues |
- Loyalty to mission, |
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and support the outcome. |
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and strength to fully support the outcome. |
seniors, peers and |
- Not concerned about Sailor success. |
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- Effective mentor, actions adequately |
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- Exemplary mentor, creates environment with |
subordinates. |
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encourage/support subordinates’ |
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outstanding professional growth |
- Dedication to Sailor |
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personal/professional growth. |
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opportunities for each Sailor. |
success, Sailor |
- Allows command challenges to impact |
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- Routinely solves command challenges before |
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- Proactively identifies and solves command |
advocacy. |
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Sailor readiness. |
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they significantly impact Sailor |
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challenges before they impact Sailor |
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NOB |
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readiness. |
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readiness. |
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NAVPERS 1616/27 (8-10) |
FOR OFFICIAL USE ONLY-PRIVACY ACT SENSITIVE. |