Candidate Perras delivered the five paragraph order in the correct order and covered all details; however, he did tend to take long pauses that did not allow for the order to flow. During the execution phase, SNC lost sight of the tactical mindset by allowing a member to pass off his weapon. Even though the fire team remained focused on accomplishing the mission, at times they seemed lathargic. SNC maintained solid communication with the security. Upon realizing that his initial plan of attack was not going to work, he quickly devised a new plan without hesitation. He was able to use all of the fire team members effectively and they followed his lead without hesitation or conflict. SNC remained calm and confident and there was no question
Candidate Caughran delivered his 5 paragraph order phenomenally. SNC ensured to cover all information as it was relayed to him, as well as add information regarding the terrain and climate conditions. SNC displayed the utmost confidence, through the inflection in his voice as well as the assertiveness used when assigning tasks to the fire team. During the execution, SNC positioned himself properly so that he was able to direct the team. He encountered minor error when the team reached the friction point. His position was no longer effective and he was forced to become more hands on with the mission. Once hands on SNC was able to help his team progress forward, and prevent any casualties. SNC posted security before and during the execution,
Candidate McKenzy demonstrated and understanding on how to conduct a five paragraph order but omitted key information throughout the entirety of the brief. SNC displayed he was somewhat confident with his brief by his calm demeanor using a conversational tone during his brief. SNC stated there is no need for security prior to conducting his brief. The scheme of maneuver was vague, and non-executable without further guidance. The tasking statement stated basic billet assignments as who was the ready, fire and the assist. Once the execution began, SNC was in control of his subordinates and effectively communicated adjustments to the initial plan. Upon the first friction point, SNC remained calm and was able to devise a new plan and maintained
Candidate Dechane briefed a complete order despite being visibly nervous and shaky. His summary version of the mission statement was incorrect and he attempted to use the orientation to brief his mission. He realized that he still needed to brief the rest of his order and covered all the items, but out of order. His lack of confidence during the order was quickly shed during execution where he utilized mission type orders. His lack of an initial plan caused a delay in execution while he developed a plan. Once he finally formulated a plan, Candidate Dechane became the obvious leader of his team. He received suggestions that he would effectively vet and use as necessary to adjust his plan on the go. Candidate Dechane's confidence during the
Candidate Schainholz spent five of the ten minutes allotted to negotiate the obstacle briefing the five paragraph order. It was apparent that SNC was uncertain in his ability to properly convey the required information to his subordinates. Candidate Schainholz successfully covered every aspect of the order but found it necessary to brief it twice. Furthermore, SNC was communicating almost at a whisper and was directed to speak up several times by the evaluator. After realizing how much time he had spent briefing, SNC began to rush to generate a plan for the execution phase that created confusion among his team. Tasking statements were unclear and his plan was obscure. Regardless of the limited time his team had to complete the obstacle, Candidate
Candidate Espinos briefed the situation according to the five paragraph. SNM used his skeleton effectively to cover admin and logistic and command and signal which were not on my initial brief. SNC posted security but did not give him any specific instruction or check on them throughout the evaluation. SNC developed a plan and briefed his team effectively. SNC then tasked a candidate to cross body his weapon and navigate the obstacle. SNC did not address the fact that his candidate had not tied his boots and had his weapon on incorrectly preventing the candidate from being able to accomplish his part of the mission. SNC made adjustments as needed to get his team to the other side. SNC inspired a sense of urgency and mission accomplishment.
SNC demonstrated a solid level of understanding for the order. SNC delivered all the necessary information from the evaluator. SNC even stated a solid mission statement twice for his fire team. SNC had confidence in his brief and ensured the team understood the safety precautions before executing. SNC's initial plan was very vague but overall how he presented the scheme of maneuver was enough to get the team thinking about how they were going to negotiate the obstacle. The fire teams took his instructions and were willing to do anything he asked. SNC was not specifically tasking his fire team. He made general requests and orders like, "I need someone" and "can someone do...” vice identifying who he wanted to employ. SNC was cautious on how
SNC began his five paragraph order by ordering all subordinates to face outboard and away from him, diminishing his subordinates’ capacity to understand the content of the order. SNC’s Orientation paragraph included specific, real-world information which included the problem number, LRC-2, Brown Field MCB Quantico. SNC continued to demonstrate attention to detail and accuracy as he confidently briefed the remainder of the order in a clear, authoritative tone. During execution one of SNC’s subordinates had to remind SNC to consider subordinates’ safety while negotiating the obstacle. SNC’s initial plan began to fail and SNC attempted to negotiate the obstacle in the same futile manner as his subordinate had. This action caused SNC to become
Candidate MaCleish demonstrated an understanding of the order process by presenting an order with a detailed scheme of maneuver and tasking statements for each team member to easily follow. SNC maintained a tactical awareness by posting security. Once the mission began, SNC realized his initial plan wasn’t going to work and everything started to slow down. At this point of friction, SNC hesitated to develop a new plan of action. . As the team waited for SNC to make a decision the fire teams forward movement was halted. There was little communication between SNC and his fire team, resulting in SNC failing to utilize his subordinates effectively. . Even through the many frictions points SNC was able to remain calm and maintained control of his
Candidate mullins delivered his five paragraph order with minor errors. SNC established security prior to the start of his brief. Before delivering his order it was evident that SNC possessed a strong command presence. SNC’s tasks were unclear, and were displayed through the confusion amongst his fire team during the execution. SNC failed to properly brief his Coordinating Instructions, this caused questions to arise during the execution. Candidates were confused about what they could or could not utilize during the execution. SNC was not confident and was aware that he missed pertinent information, because he would pause during his brief attempting to account for the information he missed but could not gather his thoughts. During the execution
| The candidate provides an appropriate description, with no detail, of the actions taken by the community health nurse to help the people who were interviewed cope with the situations after the flooding.
At first, students struggled with fluency and relied heavily on their written work. The challenge with the assignment was that we had assumed that students had some experience and background knowledge, when in fact; most students had never had to speak publicly before.
The applicants had a phenomenal presentation. Peter was clear and concise and confronted the issues from the start. This left their rebuttal time to mainly attend to the community’s issues and few questions from the commissioners. The Planning Commission performed equally as well. Ryan played the role as case
SNC briefed the five paragraph order ensuring to address each of its sections. SNC stumbled through the brief not making any eye contact, timid voice, and truly lacking the confidence to take charge and lead his team through the event. SNC initial plan failed to give his team a course of action but instead focused on what areas of the obstacle they could not touch. Quickly encountering friction points SNC was unable to make a decision to change the current COA. Frustrated team members began interjecting ideas and navigating the obstacle without direction which seemed to overwhelm SNC. SNC was unable to take ownership which resulted in his narrating the fire team actions, not directing them. SNC timid demeanor during the execution lead to the
Candidate Donajkowski delivery of the five paragraph order started out with a thorough Orientation and the required information for the remainder of the order. SNC tone was conversational and almost sounded as if he was questioning his own words. Elements of the execution were given in the Command and Signal, sectors of fire were not assigned, and the mission briefed provided a general sense of what was to be accomplished. Upon initial contact SNC was presented with an injured team member who was disregarded by SNC who chose to continue rushing. Another fire team member decided to attend to the wounded instead of following his fire team leader's assault on the objective. SNC did not assess the situation or inquire about the injury. When the