Lead (NCOER/OER)

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Leads encompasses five competencies: leads others, extends influence beyond the chain of command, builds trust, leads by exam-ple, and communicates. Rating officials may provide additional comments, if needed, evaluating the rated officer on how well the rated officer promoted a climate of dignity and respect and adhered to the requirements of the SHARP program.

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Leads others: measures the ability to influence Soldiers and DA Civilians in the leader’s organization. Leaders apply character, pres-ence, and intellect 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. At the direct level, a platoon leader knows what a battalion (BN) commander wants done because the lieutenant understands the commander’s intent two levels up. The intent creates a critical link between the organizational and direct leadership levels.

Extends influence beyond the chain of command: involves influencing others when the leader does not have designated authority or when the leader’s authority is not recognized by others. 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. Influence depends upon relationships where leaders build positive rapport and a relationship of mutual trust, making followers more willing to support re-quests. Examples include showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective.

Builds trust: encompasses reliance upon others, confidence in their abilities, and consistency in behavior. Trust builds over time through mutual respect, shared understanding, and common experiences. Communication contributes to trust by keeping others in-formed, establishing expectations, and developing commitments. Sustaining trust depends on meeting those expectations and com-mitments. Trust forms and fosters when leaders create a positive command climate by identifying areas of common interest and goals. Teams develop trust through cooperation, identification with other members, and contribution to the team effort.

Leads by example: living by the Army Values and the Warrior Ethos that best displays character and leading by example. It means putting the organization and subordinates above personal self-interest, career, and comfort. For the Army leader, it requires putting the lives of others above a personal desire for self-preservation.

Communicates: ensures there is more than the simple transmission of information. It achieves a new understanding and creates new or better awareness. Communicating critical information clearly is an important skill to reach shared understanding of issues and solu-tions. It conveys thoughts, presents recommendations, bridges cultural sensitivities, and reaches consensus. Actions can speak louder than words and excellent leaders use this to serve as a role model to set the standard. Leaders communicate to convey clear understanding of what needs to be done and why.

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Reference: ADP 6–22 and ADRP 6–22

Source: (DA PAM 623-3 NCOER, page 24)