## Performance Indicators

B-1. Appendix B is organized around the leadership dimensions that Chapters 1 through 7
discuss and that Figure B-1 shows. This appendix lists indicators for you to use to assess the leadership of yourself and others based on these leadership dimensions. Use it as an assessment and counseling tool, not as a source of phrases

direction and motivation.
| Values           | Attributes   | Skills   |
|------------------|--------------|----------|
| 4                |              |          |
| Actions          |              |          |
| 5                |              |          |
| "Be"             | "Be"         | "Know"   |
| 1                |              |          |
| Interpersonal    |              |          |
| Mental           |              |          |
| 2                |              |          |
| Conceptual       |              |          |
| Physical         |              |          |
| Technical        |              |          |
| 3                |              |          |
| Emotional        |              |          |
| Tactical         |              |          |
| Loyalty          |              |          |
| Duty             |              |          |
| Respect          |              |          |
| Selfless Service |              |          |
| Honor            |              |          |
| Integrity        |              |          |
| Personal Courage |              |          |

1 The mental attributes of an Army leader are will, self-discipline, initiative, judgment, selfconfidence, intelligence, and cultural awareness.

2 The physical attributes of an Army leader are health fitness, physical fitness, and military and professional bearing.

3 The emotional attributes of an Army leader are self-control, balance, and stability.

4The interpersonal, conceptual, technical, and tactical skills are different for direct, organizational, and strategic leaders.

5The influencing, operating, and improving actions are different for direct, organizational, and strategic leaders.

for evaluation reports. When you prepare an evaluation, make comments that apply specifically to the individual you are evaluating. Do not limit yourself to the general indicators listed here. Be specific; be precise; be objective; be fair.

"Do"
Influencing
Operating
Improving
Developing
Communicating
Planning/
Preparing
Building
Decision Making
Executing
Motivating
Assessing
Learning

## Values Loyalty Selfless Service

B-2. Leaders who demonstrate loyalty
B-5. Leaders who demonstrate selfless service


Bear true faith and allegiance in the correct order to the Constitution, the Army, and the organization.

Observe higher headquarters' priorities.

Work within the system without manipulating it for personal gain.

Put the welfare of the nation, the Army, and subordinates before their own.

Sustain team morale.

Share subordinates' hardships.

Give credit for success to others and accept responsibility for failure themselves.

## Duty Honor

B-3. Leaders who demonstrate devotion to duty

B-6. Leaders who demonstrate honor

Live up to Army values.

Don't lie, cheat, steal, or tolerate those actions by others.

## Integrity

B-7. Leaders who demonstrate integrity

Fulfill obligationsprofessional, legal, and moral.

Carry out mission requirements.

Meet professional standards.

Set the example.

Comply with policies and directives.

Continually pursue excellence.

## Respect

B-4. Leaders who demonstrate respect


Do what is right legally and morally.

Possess high personal moral standards.

Are honest in word and deed.

Show consistently good moral judgment and behavior.

Put being right ahead of being popular.

## Personal Courage

B-8. Leaders who demonstrate personal courage


Treat people as they should be treated.

Create a climate of fairness and equal opportunity.

Are discreet and tactful when correcting or questioning others.

Show concern for and make an effort to check on the safety and well-being of others.

Are courteous.

Don't take advantage of positions of authority.

Show physical and moral bravery.

Take responsibility for decisions and actions.

Accept
responsibility
for
mistakes
and
shortcomings.

## Attributes Mental Attributes

B-9. Leaders who demonstrate desirable mental attributes


Meet
established
norms
of
personal
hygiene, grooming, and cleanliness.

Maintain
Army
height
and
weight
standards (not applicable to DA civilians).

Render appropriate military and civilian courtesies.

Demonstrate nonverbal expressions and gestures appropriate to the situation.

Are personally energetic.

Cope with hardship.

Complete physically demanding endeavors.

Continue
to
function
under
adverse
conditions.

Lead by example in performance, fitness, and appearance.

## Emotional Attributes

B-11. Leaders who demonstrate appropriate emotional attributes


Possess and display will, self-discipline, initiative,
judgment,
self-confidence,
intelligence, common sense, and cultural awareness.

Think and act quickly and logically, even when there are no clear instructions or the plan falls apart.

Analyze situations.

Combine complex ideas to generate feasible courses of action.

Balance resolve and flexibility.

Show a desire to succeed; do not quit in the face of adversity.

Do their fair share.

Balance competing demands.

Embrace and use the talents of all members to build team cohesion.

## Physical Attributes

B-10. Leaders who demonstrate desirable physical attributes


Show self-confidence.

Remain calm during conditions of stress, chaos, and rapid change.

Exercise self-control, balance, and stability.

Maintain a positive attitude.

Demonstrate mature, responsible behavior that inspires trust and earns respect.

Maintain an appropriate level of physical fitness and military bearing.

Present a neat and professional appearance.

## Skills Conceptual Skills Interpersonal Skills

B-12. Leaders who demonstrate interpersonal skills
B-13. Leaders who demonstrate conceptual skills


Reason critically and ethically.

Coach, teach, counsel, motivate, and empower subordinates.

Think creatively.

Anticipate requirements and contingencies.

Improvise within the commander's intent.

Use appropriate reference materials.

Pay attention to details.

Readily interact with others.

Earn trust and respect.

Actively contribute to problem solving and decision making.

Are sought out by peers for expertise and counsel

## Technical Skills

B-14. Leaders who demonstrate technical skills


Know how and what to inspect or check.

Use
technology,
especially
information
technology, to enhance communication.

## Tactical Skills

B-15. Leaders who demonstrate tactical skills


Know how to apply warfighting doctrine within the commander's intent.

Apply their professional knowledge, judgment, and warfighting skill at the appropriate leadership level.

Combine and apply skill with people, ideas,
and things to accomplish short-term missions.

Apply skill with people, ideas, and things to train for, plan, prepare, execute and assess offensive, defensive, stability, and support actions.

Possess or develop the expertise necessary to
accomplish
all
assigned
tasks
and
functions.

Know standards for task accomplishment.

Know the small unit tactics, techniques, and
procedures
that
support
the
organization's mission.

Know the drills that support the organization's mission.

Prepare clear, concise operation orders.

Understand how to apply the factors of mission, enemy, terrain and weather, troops, time available, and civil considerations (METT-TC) to mission analysis.

Master basic soldier skills.

Know how to use and maintain equipment.

## Actions Influencing


Take care of subordinates and their families, providing for their health, welfare, morale, and training.

Are persuasive in peer discussions and prudently rally peer pressure against peers when required.

Provide a team vision for the future.

Shape the organizational climate by setting,
sustaining, and ensuring a values-based environment.

## Communicating

B-17. Leaders who communicate effectively

Display good oral, written, and listening skills.

Persuade others.

Express thoughts and ideas clearly to individuals and groups.
B-18. **Oral Communication**. Leaders who effectively communicate orally

B-16. Leaders who influence

Use appropriate methods to reach goals while operating and improving.

Motivate subordinates to accomplish assigned tasks and missions.

Set the example by demonstrating enthusiasm forand, if necessary, methods ofaccomplishing assigned tasks.

Make themselves available to assist peers and subordinates.

Share information with subordinates.

Encourage subordinates and peers to express candid opinions.

Actively listen to feedback and act appropriately based on it.

Mediate peer conflicts and disagreements.

Tactfully confront and correct others when necessary.

Earn respect and obtain willing cooperation of peers, subordinates, and superiors.

Challenge others to match their example.

Speak clearly and concisely.

Speak enthusiastically and maintain listeners' interest and involvement.

Make appropriate eye contact when speaking.

Use gestures that are appropriate but not distracting.

Convey
ideas,
feelings,
sincerity,
and
conviction.

Express
well-thought-out
and
wellorganized ideas.

Use grammatically and doctrinally correct terms and phrases.

Use appropriate visual aids.

Act to determine, recognize and resolve misunderstandings.

Listen and watch attentively; make appropriate notes; convey the essence of what was said or done to others.

React appropriately to verbal and nonverbal feedback.

Keep conversations on track.
B-19. Written Communication.

Leaders who effectively communicate in writing


Make logical assumptions in the absence of facts.

Uncover critical issues to use as a guide in
both making decisions and taking advantage of opportunities.

Keep informed about developments and policy changes inside and outside the organization.

Recognize and generate innovative solutions.

Develop alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Anticipate needs for action.

Relate
and
compare
information
from
different sources to identify possible causeand-effect relationships.

Consider the impact and implications of decisions on others and on situations.

Involve others in decisions and keep them informed of consequences that affect them.

Take charge when in charge.

Define intent.

Consider contingencies and their consequences.

Remain decisive after discovering a mistake.

Act in the absence of guidance.

Improvise within commander's intent; handle a fluid environment.

## Motivating


Are understood in a single rapid reading by the intended audience.

Use
correct
grammar,
spelling,
and
punctuation.

Have legible handwriting.

Put the "bottom line up front."

Use the active voice.

Use an appropriate format, a clear organization, and a reasonably simple style.

Use only essential acronyms and spell out those used.

Stay on topic.

Correctly use facts and data.
(DA Pam 600-67 discusses techniques for writing effectively.)

## Decision Making

B-21. Leaders who effectively motivate

Inspire, encourage, and guide others toward mission accomplishment.

Don't show discouragement when facing setbacks.

Attempt to satisfy subordinates' needs.

Give subordinates the reason for tasks.

Provide accurate, timely, and (where appropriate) positive feedback.

Actively listen for feedback from subordinates.

Use feedback to modify duties, tasks, requirements, and goals when appropriate.
B-20. Leaders
who
make
effective,
timely
decisions

Employ sound judgment and logical reasoning.

Gather and analyze relevant information about changing situations to recognize and define emerging problems.

Recognize individual and team accomplishments and reward them appropriately.

Recognize poor performance and address it appropriately.

Justly apply disciplinary measures.

Keep subordinates informed.

Clearly articulate expectations.

Consider duty positions, capabilities, and developmental needs when assigning tasks.

Provide early warning to subordinate leaders of tasks they will be responsible for.

Define requirements by issuing clear and concise orders or guidance.

Allocate as much time as possible for task completion.

Accept responsibility for organizational performance. Credit subordinates for good performance.
Take
responsibility
for
and
correct poor performance.

## Operating

B-22. Leaders who effectively operate

Accomplish short-term missions.

Demonstrate tactical and technical competency appropriate to their rank and position.

Complete individual and unit tasks to standard, on time, and within the commander's intent.

## Planning And Preparing B-23. Leaders Who Effectively Plan


Incorporate adequate controls such as time phasing; ensure others understand when
actions should begin or end.

Adhere to the "1/32/3 Rule"; give subordinates time to plan.

Allocate time to prepare and conduct rehearsals.

Ensure all courses of action accomplish the mission within the commander's intent.

Allocate available resources to competing demands by setting task priorities based on the relative importance of each task.

Address likely contingencies.

Remain flexible.

Consider SOPs, the factors of METT-TC, and
the
military
aspects
of
terrain
(OCOKA).

Coordinate
plans
with
higher,
lower,
adjacent, and affected organizations.

Personally arrive on time and meet deadlines; require subordinates and their organizations to accomplish tasks on time.

Delegate all tasks except those they are required to do personally.

Schedule
activities
so
the
organization
meets all commitments in critical performance areas.

Recognize and resolve scheduling conflicts.

Notify peers and subordinates as far in advance as possible when their support is required.

Use some form of a personal planning calendar to organize requirements.

## Executing


Develop feasible and acceptable plans for themselves and others that accomplish the mission
while
expending
minimum
resources and posturing the organization for future missions.

Use forward planning to ensure each course of action achieves the desired outcome.

Use reverse planning to ensure that all tasks can be executed in the time available and that tasks depending on other tasks are executed in the correct sequence.

Determine specified and implied tasks and restate the higher headquarters' mission in terms appropriate to the organization.
B-24. Leaders who effectively execute

Use technical and tactical skills to meet mission standards, take care of people, and accomplish
the
mission
with
available
resources.

Perform individual and collective tasks to standard.

Execute plans, adjusting when necessary, to accomplish the mission.

Encourage initiative.

Keep higher and lower headquarters, superiors, and subordinates informed.

Create and sustain an environment where all leaders, subordinates, and organizations
can reach their full potential.

## Developing


Keep track of people and equipment.

Make necessary on-the-spot corrections.

Adapt to and handle fluid environments.

Fight through obstacles, difficulties, and hardships to accomplish the mission.

Keep track of task assignments and suspenses; adjust assignments, if necessary; follow up.

## Assessing

B-25. Leaders who effectively assess


Use assessment techniques and evaluation tools (especially AARs) to identify lessons learned
and
facilitate
consistent
improvement.

Establish and employ procedures for monitoring, coordinating, and regulating subordinates' actions and activities.

Conduct initial assessments when beginning a new task or assuming a new position.

Conduct IPRs.

Analyze activities to determine how desired end states are achieved or affected.

Seek sustainment in areas when the organization meets the standard.

Observe and assess actions in progress without oversupervising.

Judge results based on standards.

Sort out important actual and potential problems.

Conduct and facilitate AARs; identify lessons.

Determine causes, effects, and contributing factors for problems.

Analyze activities to determine how desired end states can be achieved ethically.

## Improving

B-26. Leaders who effectively improve the organization

Sustain skills and actions that benefit themselves and each of their people for the future.

Sustain and renew the organization for the future by managing change and exploiting
individual and institutional learning capabilities.
B-27. Leaders who effectively develop

Strive to improve themselves, subordinates, and the organization.

Mentor by investing adequate time and effort in counseling, coaching, and teaching their
individual
subordinates
and
subordinate leaders.

Set the example by displaying high standards of duty performance, personal appearance, military and professional bearing, and ethics.

Create a climate that expects good performance, recognizes superior performance, and doesn't accept poor performance.

Design tasks to provide practice in areas of subordinate leaders' weaknesses.

Clearly articulate tasks and expectations and set realistic standards.

Guide
subordinate
leaders
in
thinking
through problems for themselves.

Anticipate
mistakes
and
freely
offer
assistance without being overbearing.

Observe, assess, counsel, coach, and evaluate subordinate leaders.

Motivate
subordinates
to
develop
themselves.

Arrange training opportunities that help
subordinates
achieve
insight,
selfawareness, self-esteem, and effectiveness.

Balance the organization's tasks, goals, and objectives with subordinates' personal and professional needs.

Develop subordinate leaders who demonstrate respect for natural resources and the environment.

Act to expand and enhance subordinates' competence and self-confidence.

Encourage initiative.

Create and contribute to a positive organizational climate.

Build on successes.

Improve weaknesses.

## Building

B-28. Leaders who effectively build

Participate in team tasks and missions without being requested to do so.

Establish an organizational climate that demonstrates respect for the environment and stewards natural resources.

## Learning

B-29. Leaders who effectively learn

Spend time and resources improving the organization.

Foster a healthy ethical climate.

Act to improve the organization's collective performance.

Comply with and support organizational goals.

Encourage people to work effectively with each other.

Promote teamwork and team achievement.

Are examples of team players.

Offer suggestions, but properly execute decisions of the chain of command and NCO support channeleven unpopular onesas if they were their own.

Accept and act on assigned tasks.

Volunteer in useful ways.

Remain
positive
when
the
situation
becomes confused or changes.

Use the chain of command and NCO support channel to solve problems.

Support equal opportunity.

Prevent sexual harassment.

Participate in organizational activities and functions.

Seek self-improvement in weak areas.

Encourage organizational growth.

Envision, adapt, and lead change.

Act to expand and enhance personal and organizational knowledge and capabilities.

Apply lessons learned.

Ask incisive questions.

Envision ways to improve.

Design ways to practice.

Endeavor to broaden their understanding.

Transform experience into knowledge and use it to improve future performance.

Make knowledge accessible to the entire organization.

Exhibit reasonable self-awareness.

Take time off to grow and recreate.

Embrace and manage change; adopt a future orientation.

Use experience to improve themselves and the organization.