One of the most frequent questions I get as the senior enlisted leader in my unit is how an EPR should read. I love getting this question because it means people are looking out for their subordinate or doing their best to improve themselves. For this article I will go into how I think a TSgt EPR should read.
First of all, I don’t think most people ask this in order to game the system and fabricate bullets that do not exist. Rather, they are often trying to find the result from the task that would best set their teammate up for success.
Now, an EPR should not be written to meet the suspense. It should be written all year long and then tweaked to perfection to meet the suspense. If we wait to capture our accomplishments until then, it shows.
Most of what I say is based off of the Little Brown Book (AFI 36-2618, par 4.2.2.) but is often overlooked. Let’s face it, the brown book is a great resource for showing us what to expect as we progress. In the paragraph referenced, it says Technical Sergeants are often the technical experts who are growing as technicians, supervisors, and resource managers. So, we need to actualize this on their EPRs.
Technicians: Look for ways to showcase their expertise. Show how they solved a problem no one else could. Did they re-invent the wheel and remove wasteful steps from the guidance. Their impacts should not be basic and read as if they are simply doing what is expected.
Supervisors: Are they leading people? How many and to what extent? NCOIC of 10-person team who made 300 more widgets than all other teams on base, etc. Show effective leadership and then how are they taking care of their team. Are they submitting awards packages? Did 3 Airmen make BTZ under their watch? Leadership is more than just kicking down walls, it is taking care of the team. The board wants to see those who are ready to be SNCOs and taking care of the team is a great way to showcase this.
Resource Managers: TSgts are often program leaders or managing some side project in the unit. On our team, all of our members have additional duties and a program they manage. What I look for are those who are making the program better for the next person when the torch is passed. Are they improving the process and making the unit better? Anyone can ensure compliance and create a crappy tracker showing how we are “on-track”. However, it takes someone who really wants to own their program to streamline it for the next person.
I know this is not spelling out specific bullets, but the intent is to show how we should be mentoring our TSgts and how they should be looking at their EPR. When they paint themselves in the ways listed above, they will stand out among their peers to the board and to their commanders.