Making the Most of Mid-Term Counseling
Think back to your last mid-term counseling. Do you remember your last mid-term counseling? How much time did your supervisor
take with you to help identify exactly where you are in your career and what you stil need to accomplish before you can advance to the next pay grade? Did individuals walk away from the counseling knowing that the chain of command cared about their career?
Mid-term counseling is a mandatory part of our performance appraisal system, but is it being done effectively(?) Mid-term counseling
can only help if all involved put the time and effort into making sure the counseling is meaningful, factual and accurate.
Considering individuals work for the Navy 365 days of
the year, it's not too much to ask that supervisors put forth the sincere effort to
ensure the personal growth and performance of their Sailors is discussed in a manner that yields progress.
Mid-term's five counseling objectives are clear. But achieving them isn't as easy as you may think. The five objectives are:
- Identify important strengths and shortcomings. A fair, accurate, and realistic assessment of
performance is crucial to the process.
- Address specific performance problems, concentrating on ways to develop growth in these areas. Also include the individual's
strengths and encourage their future development. Point out ways to improve, but don't dwell on unimportant faults in the belief
is essential to counseling.
- Present a performance growth plan, if
appropriate. Be sure that goals are challenging but realistic and attainable for the Sailor.
- Ensure the Sailor has a clear understanding and acknowledges her/her performance during the review period.
- Review what is expected of
the Sailor before the next counseling session or evaluation report. Ensure the Sailor understands each
The counseling objectives are clear, but somewhat difficult to perform effectively. Each of
the objectives calls for all to communicate
in an open and meaningful manner. Mid-term counseling is not a paperwork drilL. It's not a time to tell your better Sailors, "You're doing
everything right.. .just don't change a thing and your evaluation wil be fine." All of our Sailors are entitled to constructive feedback on a semiannual basis.
For counseling to be trly productive, there are things that must be done by the counselor and the counselee.
Counselors should schedule time in their schedule so they are not rushed or interrpted. Additionally, they should gather as much
information on the Sailor as possible so they have what he or she needs to highlight both strong points and weaknesses. It's probably also a
good idea to think about what you plan to say at the opening of
the counseling session and how you plan to close it. Each Sailor is different
you truly know your people, you'll know how to alter your approach to ensure
and wil iikely respond to counseling in a different manner. If
they feel comfortble talking to you.
An excellent idea is to have the counselee complete a self-appraisal (see attched format below). The counselee should also do his or
her best to write down what they have done since the last evaluation. The more specific, the better the feedback.
Finally, counseling is not one-way conversation. Counseling is not a lecture from the supervisors. Effective counseling focuses on
the Sailor's accomplishments and/or weaknesses, not the counselor's. Too many counselors tend to inject themselves too often. Unless the
counselor is the counselee's mentor, one should not assume that for a Sailor to be successful he or she must do as you have done. There are
many right paths to take in the Navy. If a counselor implies that the only road to success is to do as they did, the counseling is probably not
Why focus on counseling? Cleary every one matters. As we navigate through our careers, we all need feedback. Without feedback,
we might come to believe we have reached our peak performance. Honestly, have you ever met a Sailor who couldn't do a little more, ifhe or
she was provided constrctive feedback(?)
Leadership is about doing the right thing. It's also about managing your Sailors' careers. The trth is... no one in the Navy cares more
about an individual's career than the individuaL. The challenge is that each individual should ensure their mid-term counseling is meaningful
by being prepared and engage in the conversation with your supervisors, in order to help shed light on what each might be able to do in terms
of improvement. Additionally, supervisors who conduct mid-term counseling, must make a concerted effort to provide their Sailors with quality time and really listen to them. Experience shows that when you let a Sailor tell you about what he or she likes about his or her job and
the Navy, the answers often are surprising, and lead to constrctive and meaningful counseling. Written by FLTCM(AW/SW) J.R. Thompson
Conduct.0 . far better than expected.Below standards/not progressing or UNSAT in anyone standard.
-Excellent personal appearance.Meets 3. No rework required.
For Mid-term Counseling Usc.
OR ORGANIZATIONAL CLIMATE/EQUAL OPPORTl.0 standards.
MILITARY BEARING/ CHARACTER: Appearance.0 .
-Wasteful of resources.NITY:
Contributing to growth
-Actions counter to Navy's retention! reenlistment goals. -Fails to meet advancement/PQS requirements. willingly accepts responsibility. COMMITMENT. -Unable to meet one or more
physical readiness standards.Exceeds most 3. sought out by all
PERFORMANCE TRAITS: 1. -Exemplary representative of Navy. Few
-Needs no supervision.Meets all 3. -Reliably applies knowledge to accomplish tasks. sign 32.I.0. 3.
-Avoids responsibility. human worth.
-Produces quality work.
in subordinates' personal development leading to professional growth/sustained commitment. dependable.0' TRAITS Below Standards Pro.
PERSONAL JOB ACCOMPLISHMENT/
IN ITA TIVE: Responsibility. within all standards. and familes to achieve
exceptional Command and Organizational
Fails to value differences from cultural diversity.0 . -Uses resources effciently. (When completing EVAL. adherence to Navy Core
COURAGE. Signature of Individual Counseled
AMCS(A W) SKINNER
37. Date Counseled
3 i.0 . cnler 30 and 3 i from counseling record.Does not meet all standards. Name (Last.
Values. -Initiates support programs for military. community.
-Always produces exceptional work. Proactive leader/exemplary mentor. -Actions counter to good order and discipline and negatively affect
Command/Organizational climate. Counselor
32. -Plans/prioritizes with exceptional skill and foresight. -Always lives up to Navy Core Values: HONOR. 4.0 the specific standards for 5.
36. Positive influence on Command
and development. -Seeks extra responsibility and takes on the hardest jobs.Meets overall criteria and most of
PERFORMANCE 1.0' Above
33. COURAGE.0' Greatly Exceeds Standards
-Recognized expert. physical
-Unsatisfactory demeanor/conduct.0' Standards4.
Standard of Value of
and resulting rework. Active in decreasing attrition. -Actions adequately encourage/support subordinates' personal &
-Measurbly contributes to Navy's increased retention and reduced attrition objectives.
product. -Values differences as strengths.
-Meets advancement/PQS require-
ments early/with distinction.
-Marginal knowledge of
Ledge & practical Application. Fosters atmosphere of acceptance/inclusion
specialty and job. Involved
-Positive leadership supports Navy's increased retention goals.
Fitness. -Complies with physical readiness progrm. -Excellent or outstanding PRT.
-Prioritizes poorly. -The model of achievement. First MI Suffx)
RCS BUPERS 1610-I(Modified) 4.
-Needs excessive supervision. -Unable to apply knowledge to solve routine problems.
-Meets advancement/QS requirements on time. Completes tasks and qualifications fully and on
time. -Exemplifies Navy Core Values:
-Productive and motivated.
HONOR. -Demonstrates exclusionary behavior. A leader in physical readiness.
-Strong working knowledge of
-Needs little supervision. Standards are not all inclusive. COMMITMENT.
for technical knowledge.0' 2.
-Uses knowledge to solve complex
-Exemplary personal appearance.
. -Plans/prioritizes effectively. 5.
-Consistently unsat appearace.)
30. -Excellent demeanor or conduct.0 standards.0 .
-Fails to live up to one or more
Navy Core Values: HONOR. -Maximizes resources. -Demonstrtes appreciation for contrbutions of navy
personnel. civilian. specialty or job. COURAGE.
-Needs prodding to attain
qualification or finish job.
NA VPERS i 61 0/2 (7-95)
D D D D D D
per EO/EEO policy. Completes tasks or qualifications early. -Uninvolved with mentoring or professional development of subordinates. end
-Product frequently needs rework. Quantity of work. Develops unit cohesion by valuing differences as strengths.
realistic goals which support command mission. .i.h 1..
-Fails to motivate.'.
-Team builder."'i i~'1ìi'~t ih.ltt :.
-Superb organizer. -Tolerates hazards or unsafe practices.
-Focuses goals/techniques for teams.)!lll1tiüll \)fiillil.0'
5.. -Fails to understand team goals or teamwork techniques. 1. :'h")i-':'. -Does not set or achieve goals
relevant to command mission.
-Ensures safety of personnel and
team building and
team results.1. -Organizes successfully.
-Routinely considers subordinates'
personal and professional welfare. .
-Does not take direction welL. creates problems for subordinates." . -Sets/achieves useful. \1\ " '" . solves problems as they occur. III I.~.' L i¡.1 'I 11L1.
· Identify Important Strengths: · Identify Important Shortcomings:
· Address specific performce problems & discuss ways to imrove in these areas:
· Present a performce growh plan (if needed):
· Discuss what's expected of the Sailor prior to next counseling session/ eval report: · Ensure Sailor has a clear understanding & acknowledges their performnce during this
· Memer to identify 3 items accomlished within the past 6 months and 3 things intended to be accomplished within the next 6 months:
NAVPERS 1610/2 (7-95)
Revised (16 Nov 06)
. -Leadership achievements significantly furthers command mission.0'
MID-TERM COUNSELING RECORD (EI-E6) (cont'd)
2.l . -Accepts and offers team direction.)1 ~'ii)_ii 1..) l' .' :~ ). ~'ill'! llLl'.~1 :-.¡j:1 I'. train or develop subordinates.~ LO HidS.i"""T.' . timely communicator.11 "/lllt. .ff¡-l.'.Inspiring motivator and trainer. -The best at accepting and offering
team di recti on.'.. Rate 13.I. -~'::'ii. (IL. trins and develops subordinates.0' Greatly Exceeds Standards
38. iil'.i.1~.l \)1111111::.'1' L hi' .I.i"I. unwilling to work with others. -Understands goals.
problems.I \~ \.
gets ahead of
..:.1\1 il \.. -Does not attend to welfare of subordinates. great foresight..'.t1.1.
(Optional for EI-E3)
Organizing.1\'~ \1 I (I" . motivating and developing others to accomplish goals. First MI Suffx) 12.:'")..' 11)1..1'01":1 Ili'll\k(ll.0'
consistently builds winners.Perserveres
-Clear.'oit'.'il . i '11\ . l:h'_"~~') _ _ ____ _ __ _ ~________ ~___________~
. inspires cooperation
and progress.~I". employs good teamwork techniques.
-Creates conflict.d iid" li.
Jr'i!. tl .!ti1'ûi~~..\ .'. -Inadequate communicator.'.i.~~~
¡¡r"~\"'~'G_~I'~J~_ _ ~':\I\.l ¡hb iii. :'.)1\10)'..~.0'
RCS BUPERS 1610-I(Moditied)
14.. meets commitment to team.. \. Name (Last. -Performs and leads effectively in
-Reinforces others' efforts. -Fails to organize.il'lidl\ if l'¡ II. puts self above team.\. .') III \"..
-Lacks ability to cope with or tolerate stress.''I. .\di\ ! l) ::i'i\lill.)111i11 "(1 '~\l:.
& Results of
A WARD PROGRAMS":
(Use Back of
.div. support. etc):
Collateral Duties (those that you have been pro-active in and their results):
Command InvolvementIolunteer Support:
Correspondence Courses and/or Outside Education Completed:
(Example: Global War On Terrorism Service Medal (lSI AWARD) March 05)
(Example: Deployed aborad USNS COMFORT March 05)
(For O(fcers. Contribution to "PERSONNEL ADVANCEMENT". dept.Date:
MID-TERM COUNSELING INPUT FROM:
(put your name above here)
Specific Accomplishments (i. Overall "CAREER DEVELOPMENT". Increased RETENTION EXCELLENCE "EDUCATIONAL OPPORTUNITIES".e. SOPs Written/Signifcant Tasks/Initiatives Completed):
Directed/Orchestrated/Reviewed the development of the following:
Command Items involved with:
Other Initiatives (i. & LPOs) Comments on Efforts & Ouality of Results in Fostering a CommandlWorkolace Environment Conducive to the Improvement of "PERSONNEL RETENTION".e. CPOs. training.