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Report on Counseling prepared by Khushbu Dodiya (07b093



Counseling is a discussion of a emotional problem with an employee so that he can cope with the problem in a much better way. Counseling tries to improve the mental health of employee. Counseling helps an emotionally disturbed employee to become normal , develop self control.

“Counseling is discussion of a problem that usually has emotional content with an employee in order to help the employee cope with better. Counseling seek to improve employee mental health”.

Need for counseling:
In 20th century, modern time the person is confronted with many problems

it may be a personal or of the job related in this time it need help which is provided by counselor .And most problems that require counseling in some emotional content. Emotion is par of life .It is good feelings to other. In other hand, It can get out of control. In this case counseling helps an emotionally disturbed employee to become normal, self control, understanding so they can work effectively.

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Counseling is an exchange of ideas and feelings between two person, a counselor and counselee, so it is an ac of communication. It is essential for counselor to understand the human emotional value. It is a process of handling and pacifying the human emotional value .the counseling also helps in improving organizational problems and to talk openly about their problems to counselor.

Cause of counseling:
In fast moving society, the person is confronted with many problems which may be related to person’s nature. some of condition like frustration , job dissatisfaction, inter-personal relationship etc. Some of problems areas to be addressed by counseling are in below:

Conflict : Conflict is undesirable and it should be avoided and resolved as soon as possible .The personal conflict is more emotional in nature and reflects feelings, anger, distrust , fear ,resentment , clash in personality , antagonism , tension etc. Stress : Stress is a condition of stain that has a direct bearing on emotion , thought process and physical conditions of a person. Stress makes an individual nervous and develops chronic worry.

The cause of stress can be classified under two areas:

On- the-job Stress: the job itself may pose as the basic cause of stress. Employees may not be able to cope with the demands of the job or the requirements of the job may be unclear to them. On such occasions the employee may feel that


they have a work overload, pressures they cannot cope, tension, anxiety and insecurity. All these feelings cause stress. off- the-job Stress: off the job stress also affects the functioning of the employee. Causes of stress off the job are numerous. Some of them are financial problems , depth in the family , marital problems , problems with children etc.

• frustration : Certain situation generates frustration among individual. This

is another major cause of stress. When an employee is repeated interfered him from achieving a desired goal or objective generates frustration.

Process of counseling
The process of counseling often takes time, and it is rare for people to feel that their problems are solved in one or two sessions. However, after one or two sessions, your counselor should be able to offer you some initial impressions of what the work will include and what methods could be used. Since counseling can involve an investment in time and energy, you should use your own judgment to assess your level of comfort working with your counselor. If you have any questions or doubts about the process, you should feel free to discuss them whenever they arise. If your doubts persist, your counselor will be glad to refer you to another counselor at the Counseling Center or off-campus. Your counselor knows that a good counseling relationship is a necessary condition of counseling and will be supportive if a referral to another counselor would be most helpful to you.

his problem and needs. This is a rapport building exercise . While your counselor will help you meet your goals. You should expect to be able to discuss with your counselor any concerns you have. There are a number of different approaches which may be used to help with the concerns you hope to address. whether about your problems or about the process of counseling itself. asks you questions. he or she might not tell you what to do. The counselor addresses the key . and works with you collaboratively to address your issues. or with any aspect of the counseling process. Exploring the problems: This is process of understanding the problem and finding the root cause of the problem . share your concerns with your counselor. In general. the client. She or he needs to know your concerns in order to be helpful to you Initiating : this is process of developing mutual understanding. the process involves you speaking about your issues openly and honestly. If you do not feel satisfied with the progress that you are making in counseling. Action plan: understanding the root cause . while your counselor listens to you attentively and respectfully. root cause of the problem . you will both work to energize your strengths and to help you make the best decisions and take action to improve your life. the counselor decides the strategy to improve performance of the individual. Rather. It is also necessary to assess the counselee’s situation. weakness. strength . openness and acceptance. This phase is used to build confidence among the employee through the counselor. and the particular concerns which the client brings.PROCESS OF COUNSELING INITIATING EXPLORING THE PROBLEM ACTION PLAN The experience of counseling or psychotherapy varies depending on the counselor. It helps to gain confidence and understand the problem by the counselor. the skill of counselor lies in making the counselee comfortable and come out with his problem.

political leadership. Enabling communities to help themselves and providing a vital link between the local authority and the communities which they serve. Sometimes it takes several sessions to arrive at the conclusion.issues and prepares the counselee to overcome the phase. Counselor More specialized decision making structures mean councilors are expected to perform a range of different roles. determining planning applications and community representation. such as. Non . policy overview & scrutiny. Councilors also play a wider role in providing community leadership. It is also prime area to implement the decided strategy and see that the plan works out properly. executive decision making. licensing and regulatory decision making.

but it may also reassure. this. A councilor’s role is now one of influence rather than that of power. deciding with the member what should be done. give emotional . This direction ranges from full direction (directive counseling) to no direction (nondirective counseling). and for in depth work to be carried out into those issues. and play more of a role in developing policy and recommending to the Executive. which provides a platform for real issues which affect communities. police and fire authorities.executive councilors now have more time to focus on improving the communities which they serve. and then encouraging and motivating the person to do it. to identify skills and resources within communities and to bring them together for the greater good. influencing the decision makers and holding them to account as well as influencing the key stakeholders within their wards . along with greater emphasis in local government over partnership working with health. decisions to be made and holding them to account publicly for their decisions. This type of counseling accomplishes the function of advice. Issues which can be raised by fellow councillors and members of the public alike. Types of counseling Counseling Directive counseling NonDirective counseling Participative counseling Counseling should be looked upon in terms of the amount of direction that the counselor gives the counselee. Councillors have a mandate now to lead and identify opportunities for change in a wide range of subjects which affect the communities in which we live. through the scrutiny process. • Directive counseling: Directive counseling is the process of listening to a member’s problem.

but nonprofessionals may use its techniques to work more effectively with service members. or client-centered. it is “client-centered. counseling is the process of skillfully listening to a counselee. plus ideas that the counselor imparts. rather than on the counselor as a judge and advisor. They look for assumptions underlying the counselee’s statements and for the events the counselee may. Most everyone likes to give advice. restate ideas. Both advice and reassurance may be worthwhile if they give the member more courage to take a workable course of action that the member supports • Non-Directive counseling: Nondirective. and helping him or her to understand those problems and determine courses of action. and attempts to understand why these feelings exist. the member may also clarify thinking. They primarily listen and try to help their client discover and follow improved courses of action. The counselor attempts to ask discerning questions. This type of counseling focuses on the member. Professional counselors treat each counselee as a social and organizational equal. and. instead of dealing only with the immediate problem in the usual manner of directive counseling. hence. If the counselor is a good listener. some of the other functions achieved by directive counseling are worthwhile. and that is why advicegiving is sometimes an unwise act in counseling. Although advicegiving is of questionable value. then the member should experience some emotional release. will the member follow it? The answer to these questions is often no. A person’s feelings can be likened to an iceberg.release. As the result of the emotional release.” This type of counseling is used by professional counselors. encouraging the person to explain bothersome problems. counselors included. and it is easy to do. to a minor extent. have avoided talking about. The counselor will usually only see the revealed . clarify thinking. They especially “listen between the lines” to learn the full meaning of their client’s feelings. clarify feelings. The unique advantage of nondirective counseling is its ability to cause the member’s reorientation. It stresses changing the person. But is it effective? Does the counselor really understand the member’s problem? Does the counselor have the technical knowledge of human behavior and the judgment to make the “right” decision? If the decision is right. at first.

medical problems. A listing of these helping resources is provided for reference COUNSELING PERSONNEL One of the most important aspects of the chief petty officer’s job is providing advice and counseling to subordinates. CPOs who make . psychological problems or behavioral disorders. such as a personality conflict with the counselor and the inability of the counselor to relate to or comprehend a counselee’s problem. the Navy has developed an impressive array of helping resources. Underlying these surface indications is the true problem that the member is almost always initially reluctant to reveal • PERSONAL COUNSELING All personal problems should not be referred to a specialist. personal limitations. and medical officer. then give the division officer a chance to solve the problem. you may encounter situations in which persons being counseled must be referred to other sources for assistance. the key to successful referral lies not in the ability to diagnose a problem but rather in the ability to recognize those signs or symptoms that indicate referral to appropriate sources. Stay informed of the progress made toward solving the problem. If the problem requires assistance from outside the command. Your first duty as a chief is to recognize whether the problem is beyond your ability to help or not. There will be times when a person will have special problems that will require special help. In each instance.feelings and emotions. To assist Cops in fulfilling their advising and counseling responsibilities with regard to referral. Keep informed of progress and follow-up! As a CPO. legal officer. The effective CPO should be able to recognize situations in which referral is necessary and to assist the counselee in obtaining maximum benefit from these referrals. Examples of situations in which referral would be appropriate include drug and alcohol abuse. These problems should be handled by such specialists as the chaplain. If the problem is beyond your ability to solve. Many times you can solve personal problems with a telephone call. you can smooth the process by making appointments and ensuring the counselee gets help.

blem to be. personal. of playing psychiatrist. Also. however. should be avoided. This section is not intended to be a course in problem solving. In general. If persons in your unit think something is causing them a problem. give you an overview of general counseling procedures. then it is a problem to them. Counseling of this type also provides an opening for you to point out ways that a subordinate might improve an already good job performance. and the extreme. This section will. you should also counsel subordinates for their achievements and outstanding performance. and performance matters. some guidelines to use in the counseling process. This section teaches you how to counsel the subordinate whose performance does not meet established job standards. the basics presented here apply to counseling subordinates on their enlisted evaluations. and a listing of resources available as references. The things the counselor may view as unimportant may be of paramount importance to the counselee. The objective of counseling is to give your personnel support in dealing with problems so that they will regain the ability to work effectively in the organization. but a different type of counseling is required for a subordinate whose performance does not meet set standards. Counseling of a subordinate who is doing a good job reinforces this type of job performance and ensures continued good work. The purpose of this section of the chapter is to present an overview of the basic principles and techniques of counseling.themselves accessible to subordinates will find they are in great demand to provide information and to help in finding solutions to problems. PRINCIPLES OF COUNSELING Counselors should set aside their own value system in order to empathize with the person during counseling. and this can present problems when we are confronted with values that are at odds with our own. Counseling effectiveness is achieved through performance of one or more of the following . nor is it intended to provide a catalog of answers to all questions. regardless of how insignificant you might believe the pro. A point to remember is that counseling should not be meddlesome. this section can be used as a guide to counseling personnel on professional. Counseling the subordinate who is doing a good job is relatively easy. But neither should counseling be reserved only for a subordinate that is having problems. We tend to view the world through our own values.

Herein lies the difficulty. cure for a member’s emotional upsets. The release of tensions does not necessarily mean that the solution to the problem has been found. The fact is that not all clarified thinking takes place while the counselor and counselee are talking. • release of emotional • • • • Advice Many persons think of counseling as primarily an advicegiving activity. The net result of clarified thinking is that a person is encouraged to accept responsibility for problems and to be more realistic in solving them. Sometimes just the act of talking with someone about a problem can bring about a sense of relief that will allow the member to function normally again. They become more relaxed and tend to become more coherent and rational. Reassurance can be a valuable. Clarified Thinking Clarified thinking tends to be a normal result of emotional release. reassurance. which is a way of giving them courage to face a problem or confidence that they are pursuing a suitable course of action. advice-giving occurs in routine counseling sessions because members expect it and counselors tend to provide it . clarified thinking. but it does help remove mental blocks in the way of a solution. The giving of advice requires that a counselor make judgments about a counselee’s problems and lay out a course of action. All or part of it may take place later as a result of developments during the counseling relationship.counseling objectives: advice. their tensions begin to subside. and reorientation. Very . because understanding another person’s complicated emotions is almost impossible. In spite of its ills. though sometimes temporary. tension. Advice-giving may breed a relationship in which the counselee feels inferior and emotionally dependent on the counselor. but in reality it is but one of several functions that counselors perform. Release of Emotional Tension People tend to get emotional release from their frustrations and other problems whenever they have an opportunity to tell someone about them. Reorientation is more than mere emotional release or clear thinking about a problem. Reassurance Counseling can provide members with reassurance. Counseling history consistently shows that as persons begin to explain their problems to sympathetic listener. It involves a change in the member’s emotional self through a change in basic goals and aspirations.

The professional counsellor at the HST has an in-depth dealing with the client and studies the problems being faced by the client. 'First-aid' community counselling The community counsellor trained under a professional form the first tier of the system and is playing the role of first aid providers that was once handled by street counselors. . legal and health issues. . It causes people to recognize and accept their own limitations.often it requires a revision of the member’s level of aspiration to bring it more in line with actual attainment. as more and more gay men were beginning to come out and seek others with whom they could speak about their fears. so that they can be referred to professional help. and pressures. doubts. The counselor’s job is to recognize those in need of reorientation before their need becomes severe. Present Day Services The HST has a three tier system of information dissemination/counselling MSM on social. However if the first aid is not working effectively the community counsellor refers the client to professional counsellor for a face to face counselling session at the HST centre counselling room. Counseling Services Counseling was one of the first identified needs of the community. Reorientation is the kind of function needed to help alcoholics return to normalcy or to treat those with mental disorders.

Developmental counseling is a shared effort. Think of them as AARs with a focus of making leaders more effective every day. they're actively involved in the process. Use it to help you mentally organize issues and isolate important. Developing the leaders who will come after you should be one of your highest priorities. your . to achieve success. Developmental Counseling Subordinate leadership development is one of the most important responsibilities of every Army leader. Your legacy and the Army's future rests on the shoulders of those you prepare for greater responsibility. Leadership development reviews are a means to focus the growing of tomorrow's leaders. Leaders conduct performance reviews and create plans of action during developmental counseling. community support. health issues. Leadership development reviews are a component of the broader concept of developmental counseling. problems with hustlers and cheaters and also with police personnel. Developmental counseling is subordinate-centered communication that produces a plan outlining actions that subordinates must take to achieve individual and organizational goals. relevant items to cover during counseling sessions. The Developmental Counseling Form provides a useful framework to prepare for almost any type of counseling.HIV/AIDS pre test & post test counselling Apart from community counselling HST offers pre-test and post. These important reviews are not necessarily limited to internal counseling sessions. information about Humsafar Trust. social issues such as gay marriages. The counselling unit also includes professionals working on Nutrition. you assist your subordinates in identifying strengths and weaknesses and creating plans of action. However. harassment at workplace. As a leader. These reviews result in agreements between leader and subordinate on a development strategy or plan of action that builds on the subordinate's strengths and establishes goals to improve on weaknesses. leadership development includes performance reviews. marriage pressures from families. Telephonic Counselling The telephonic counseling deals with a spectrum of issues like sexual practices. During developmental counseling. Just as training includes AARs and training strategies to fix shortcomings. Then you support them throughout the plan implementation and assessment. subordinates are not merely passive listeners.test counselling at its various VCTC's in Mumbai Metro. leadership feedback mechanisms also apply in operational settings such as the CTCs. and the Mental Health of Positive as well Non Positive MSM clients.

and counseling. and body language. Characteristics of Effective Counseling • THE LEADER AS A COUNSELOR . Effective leaders who counsel properly can change that perception. nonverbal actions. Although TAPES doesn't address developmental counseling. beliefs. weaknesses. Flexibility: Fit the counseling style to the character of each subordinate and to the relationship desired. developing and implementing plans of action. However. Figure C-1. THE LEADER'S RESPONSIBILITIES Organizational readiness and mission accomplishment depend on every member's ability to perform to established standards. two-way communication with subordinates using spoken language. no easy answers exist for exactly what to do in all counseling situations. and prepare for the future. and professional goals of their subordinates. setting goals. • • • • Purpose: Clearly define the purpose of the counseling. maintain or improve performance. The servicing civilian personnel office can provide guidance for such situations. Army leaders evaluate DA civilians using procedures prescribed under the Total Army Performance Evaluation System (TAPES). Effective counselors listen more than they speak. complex individuals. Army leaders conduct counseling to help subordinates become better members of the team. Supervisors must mentor their subordinates through teaching. Communication: Establish open. Just as no easy answers exist for exactly what to do in all leadership situations. and attitudes. Soldiers and DA civilians often perceive counseling as an adverse action. and providing oversight and motivation throughout the process.subordinates must be forthright in their commitment to improve and candid in their own assessment and goal setting. to conduct effective counseling. Support: Encourage subordinates through actions while guiding them through their problems. Respect: View subordinates as unique. Leaders coach subordinates the same way sports coaches improve their teams: by identifying weaknesses. leaders must thoroughly understand the strengths. gestures. To be effective coaches. DA Form 4856-E is not appropriate for documenting counseling concerning DA civilian misconduct or poor performance. you should develop a counseling style with the characteristics listed . each with a distinct set of values. coaching. you can use DA Form 4856-E to counsel DA civilians concerning professional growth and career goals.

Cultural awareness. Leaders with empathy can put themselves in their subordinate's shoes. and actions. Cultural awareness enhances your ability to display empathy. You can earn credibility by repeatedly demonstrating your willingness to assist a subordinate and being consistent in what you say and do. thoughts. you show respect for subordinates when you allow them to take responsibility for their own ideas and actions. LEADER COUNSELING SKILLS . CREDIBILITY Leaders achieve credibility by being honest and consistent in their statements and actions. is a mental attribute. Mutual respect improves the chances of changing (or maintaining) behavior and achieving goals. Don't let unfamiliarity with cultural backgrounds hinder you in addressing cultural issues.Army leaders must demonstrate certain qualities to be effective counselors. you need to be aware of the similarities and differences between individuals of different cultural backgrounds and how these factors may influence values. needs. as discussed. Behave in a manner that your subordinates respect and trust. SELF AWARENESS AND CULTURAL AWARENESS As an Army leader. RESPECT FOR SUBORDINATES As an Army leader. If you lack credibility with your subordinates. you must be fully aware of your own values. they can see a situation from the other person's perspective. one that works for the subordinate. Also. Respecting subordinates helps create mutual respect in the leader-subordinate relationship. use a straightforward style with your subordinates. self-awareness and cultural awareness. These qualities include respect for subordinates. you can help a subordinate develop a plan of action that fits the subordinate's personality and needs. you have less credibility and influence and your subordinate is less likely to commit to the agreed upon plan of action. aware leaders are more likely to act consistently with their own values and actions. Self-aware leaders are less likely to project their biases onto subordinates. and experiences of another person to the point that you can almost feel or experience them yourself. To be credible. especially if they generate concerns within the organization or hinder team-building. perspectives. As an Army leader. and biases prior to counseling subordinates. empathy. EMPATHY Empathy is the action of being understanding of and sensitive to the feelings. and credibility. If you don't fully comprehend a situation from your subordinate's point of view. By understanding the subordinate's position. you'll find it difficult to influence them.

responding. and clock-watching as a lack of interest or concern. you communicate verbally and nonverbally that you’ve received the subordinate’s message. Silence can also do this. Based on cultural background. your capabilities. • . You can improve your counseling techniques by studying human behavior. but a long silence can sometimes be distracting and make the subordinate feel uncomfortable. participants in a particular counseling session may have different ideas about what proper eye contact is. • Facial expressions. The techniques needed to provide effective counseling will vary from person to person and session to session. learning the kinds of problems that affect your subordinates. Occasional breaks of contact are normal and acceptable. you may only need to give information or listen. However. In some cases. you must listen to the words and observe the subordinate’s manners. paper shuffling. A blank look or fixed expression may disturb the subordinate. Subordinates may perceive excessive breaks of eye contact. Maintaining eye contact without staring helps show sincere interest. Occasional silence may indicate to the subordinate that it’s okay to continue talking. and your subordinate's expectations. and questioning. but be careful. and developing your interpersonal skills. a too-relaxed position or slouching may be interpreted as a lack of interest. Speaking only when necessary reinforces the importance of what the subordinate is saying and encourages the subordinate to continue. • Body posture. To counsel effectively. However. Smiling too much or frowning may discourage the subordinate from continuing. general skills that you’ll need in almost every situation include active listening. A subordinate's improvement may call for just a brief word of praise. All leaders should seek to develop and improve their own counseling abilities. To fully understand a subordinate’s message. Occasionally nodding your head shows you’re paying attention and encourages the subordinate to continue. Other situations may require structured counseling followed by definite actions. Let the subordinate do the talking while keeping the discussion on the counseling subject. Being relaxed and comfortable will help put the subordinate at ease. Refrain from talking too much and avoid interrupting. When you’re actively listening. These are guidelines only. One challenging aspect of counseling is selecting the proper approach to a specific situation. you must actively listen to your subordinate. ACTIVE LISTENING During counseling. • Verbal expressions. the technique you use must fit the situation. Elements of active listening you should consider include— Eye contact. • Head nods. Keep your facial expressions natural and relaxed..

This confusion and uncertainty may suggest additional questions. A subordinate’s opening and closing statements as well as recurring references may indicate the subordinate’s priorities. Respond to subordinates both verbally and nonverbal. Inconsistencies and gaps may indicate a subordinate’s avoidance of the real issue. From time to time. A leader responds to communicate that the leader understands the subordinate. • Self-confidence. clicking a ballpoint pen. and clarifying the subordinate’s message. • Interest. These actions complete the total message. Not all actions are proof of a subordinate’s feelings. doodling. Sitting on the edge of the chair with arms uncrossed and hands open. Nonverbal indicators of a subordinate’s attitude include— Boredom. QUESTIONING Although questioning is a necessary skill. interpreting. Stay alert for common themes. pay attention to the subordinate’s gestures. • Frustration. wringing the hands. By watching the subordinate’s actions.Active listening also means listening thoughtfully and deliberately to the way a subordinate says things. Rubbing eyes. or frequently changing total body position. you can "see" the feelings behind the words. and openness. Verbal responses consist of summarizing. Nonverbal responses include eye contact and occasional gestures such as a head nod. or resting the head in the palm of the hand. Pushing deeply into a chair. friendliness. Although each indicator may show something about the subordinate. taking short breaths. pulling on an ear. you must use it with caution. but they should be taken into consideration. and making sarcastic comments as well as crossing or folding arms in front of the chest. Drumming on the table. glaring at the leader. Moving toward the leader while sitting. The subordinate may also react to excessive questioning . Note differences between what the subordinate says and does. • Consider these indicators carefully. RESPONDING Responding skills follow-up on active listening skills. Ask the subordinate about the indicator so you can better understand the behavior and allow the subordinate to take responsibility for it. leaning back with hands behind the head. and maintaining steady eye contact. don’t assume a particular behavior absolutely means something. While listening. Too many questions can aggravate the power differential between a leader and a subordinate and place the subordinate in a passive mode. • Defensiveness. check your understanding: clarify and confirm what has been said. Standing tall. • Openness or anxiety.

or help the subordinate move through the stages of the counseling session. loss of emotional an intrusion of privacy and become defensive. Show empathy when discussing the problem. inflexible methods of counseling and improper follow-up. Know what information to keep confidential and what to present to the chain of command. giving unnecessary or inappropriate "advice. listen to what the subordinate says and how the subordinate says it. Listen more." not truly listening. Keep the conversation open-ended. Guidelines to Improve Counseling THE LEADER’S LIMITATIONS . and projecting personal likes. Well-posed questions may help to verify understanding. Help the subordinate help himself. Figure C-2. Dominating the counseling by talking too much. be sure that you need the information. Try to understand what the subordinate says and feels. To improve your counseling skills. dislikes. and prejudices all interfere with effective counseling. stereotypes. biases. encourage further explanation. COUNSELING ERRORS Effective leaders avoid common counseling mistakes. ask questions to obtain information or to get the subordinate to think about a particular situation. During a leadership development review. Encourage the subordinate to take the initiative and to say what the subordinate wants to say. Avoid interrogating. When asking questions. Be receptive to the subordinate's feelings without feeling responsible to save the subordinate from hurting. Remain objective. Give the subordinate your full attention. the questions should be open-ended so as to evoke more than a yes or no answer. Avoid confirming a subordinate's prejudices. Generally. Draw conclusions based on more than the subordinate's statement. You should also avoid other common mistakes such as rash judgments. • • • • • • • • • • • • • • • • Determine the subordinate's role in the situation and what the subordinate has done to resolve the problem or improve performance. avoid interrupting. Keep your personal experiences out of the counseling session unless you believe your experiences will really help. talk less.

Provides spiritual and humanitarian counseling to soldiers and American Red Cross Army Community Service Army Substance Abuse Program Better Opportunities for Single Soldiers (BOSS) Army Education Center Army Emergency Relief Career Counselor Chaplain . deferments. Even professional counselors can’t provide all the help that a person might need. coordinates student loans through Army Emergency Relief education loan programs. leaders must always respect an individual’s right to contact most of these agencies on their own. Provides services for continuing education and individual learning services support. information on other military posts. You must recognize your limitations and. These agencies lists can help you and your people resolve problems. Activity Adjutant General Description Provides personnel and administrative services support such as orders. Although it’s generally in an individual’s best interest to seek help first from their first-line leaders. Serves as a liaison between upper levels of command on the installation and single soldiers. Provides alcohol and drug abuse prevention and control programs for DA civilians. Explains reenlistment options and provides current information on prerequisites for reenlistment and selective reenlistment bonuses. household item loan closet. budget and indebtedness counseling. Assists military families through their information and referral services. Provides communications support between soldiers and families and assistance during or after emergency or compassionate situations. ID cards. and in. and welcome packets for new arrivals.and out-processing.Army leaders can’t help everyone in every situation. retirement assistance. Provides financial assistance and personal budget counseling. refer a subordinate to a person or agency more qualified to help. when the situation calls for it.

information on procedures for initiating complaints and resolving complaints informally. morale.DA civilians. and allotments. and religion. and abuse. adoption. counseling. and educational programs. Claims Section. Finance and Accounting Office Housing Referral Office Inspector General Provides assistance with housing on and off post. national origin. Provides legal information or assistance on matters of contracts. most often those for the loss and damage of household goods. Provides alcohol and drug abuse prevention and control programs for soldiers. Provides preventive health care services. SJA Handles claims for and against the government. economy. allowances. and powers of attorney. Renders assistance to soldiers and DA civilians. Handles inquiries for pay. waste. citizenship. Provides. Provides health nurse. marital problems. Corrects injustices affecting individuals and eliminates conditions determined to be detrimental to the efficiency. Provides assistance for matters involving discrimination in race. and reputation of the Army. and social work services for DA civilians. Legal Assistance Office Community Counseling Center Community Health Nurse Community Mental Health Service Employee Assistance Program Equal Opportunity Staff office and Equal Employment Opportunity Office Family Advocacy Officer Provides assistance and counseling for mental health problems. gender. Investigates matters involving fraud. Provides services dealing with social problems to include crisis Social Work Office . taxes. wills. Coordinates programs supporting children and families including abuse and neglect investigation. color. mental health service.

Many leaders focus counseling for specific instances on poor performance and miss. such as going to a promotion board or attending a school. such as a noteworthy duty performance. Corrective training . Counseling for Specific Instances Sometimes counseling is tied to specific instances of superior or substandard duty performance. You tell your subordinate whether or not the performance met the standard and what the subordinate did right or wrong. or at least fail to acknowledge. To measure your own performance and counseling emphasis. You should counsel subordinates for specific examples of superior as well as substandard duty performance. EVENT-ORIENTED COUNSELING Event-oriented counseling involves a specific event or situation. but are not limited to— • • • • • • Specific instances of superior or substandard performance. Promotion counseling. marital counseling. Crisis counseling. you and the subordinate should develop a plan to improve the subordinate’s skills. The key to successful counseling for specific performance is to conduct it as close to the event as possible. you can note how often you document counseling for superior versus substandard performance. or a personal problem. Examples of event-oriented counseling include. a problem with performance or mission accomplishment. You should counsel subordinates who don’t meet the standard. and parent or child management assistance. Transition Office Provides assistance and information on separation from the Army. It may precede events. or it may follow events. Figure C-3. Reception and integration counseling. family therapy. Referral counseling. The two major categories of counseling are event-oriented and performance/professional growth.intervention. Support Activities TYPES OF DEVELOPMENTAL COUNSELING You can often categorize developmental counseling based on the topic of the session. excellent performance. If the subordinate’s performance is unsatisfactory because of a lack of knowledge or ability. Separation counseling.

continue to assess and follow up on the subordinate’s progress. you must counsel new team members when they arrive at your organization. On. take the following actions: Tell the subordinate the purpose of the counseling. not the person’s character. When counseling a subordinate for a specific performance. Identify your responsibilities in implementing the plan of action. On-and-off duty conduct. Soldier programs within the organization. organization. what was expected. • Address the specific unacceptable behavior or action. NCO support channel (who and how used). Adjust plan of action as necessary. It clarifies job titles and sends the message that the chain of command cares. Once the subordinate can achieve the standard. Organizational history. and how the subordinate failed to meet the standard. and mission. Personnel/personal affairs/initial clothing issue. • Reception and Integration Counseling As the leader.may be required at times to ensure the subordinate knows and achieves the standard. you should end the corrective training. • Actively listen to the subordinate’s response. • Tell the subordinate the effect of the behavior. Functions and locations of support activities . First. it lets them know the organizational standards and how they fit into the team. since a failure to meet the standard may be related to or the result of an unresolved personal problem. • • • • • • • • • • • Organizational standards. Foreign nation or host nation orientation. or performance on the rest of the organization. action. • Explain to the subordinate what will be done to improve performance (plan of action). Chain of command. educational. Reception and integration counseling should begin immediately upon arrival so new team members can quickly become integrated into the organization.and off-post recreational. . Second. it identifies and helps fix any problems or concerns that new members may have. • Remain unemotional. such as soldier of the month/quarter/year and Audie Murphy. and historical opportunities. • Teach the subordinate how to meet the standard. • Be prepared to do some personal counseling. cultural. This reception and integration counseling serves two purposes. Off limits and danger areas. especially any issues resulting from the new duty assignment.

A unit first sergeant or commander should be the person who informs the soldier of the notification requirements outlined .• Other areas the individual should be aware of. You may assist the subordinate by listening and. In many situations. Assistance may include referring the subordinate to a support activity or coordinating external agency support. a chaplain. Referral counseling may also act as preventative counseling before the situation becomes a problem. In those situations. Reception and Integration Counseling Points Crisis Counseling You may conduct crisis counseling to get a subordinate through the initial shock after receiving negative news. you should refer the matter to the commander and the servicing staff judge advocate. as determined by the leader. Army regulations require that soldiers within this category receive initial (event-oriented) counseling when they attain full eligibility and then periodic (performance/personal growth) counseling thereafter. or an alcohol and drug counselor. . When the leader’s rehabilitative efforts fail. such as notification of the death of a loved one. such as Army Community Services. the leader assists the subordinate in identifying the problem and refers the subordinate to the appropriate resource. Adverse Separation Counseling Adverse separation counseling may involve informing the soldier of the administrative actions available to the commander in the event substandard performance continues and of the consequences associated with those administrative actions . Figure C-4. it may be beneficial to involve the chain of command as soon as you determine that adverse separation counseling might be required. counseling with a view towards separation fills an administrative prerequisite to many administrative discharges and serves as a final warning to the soldier to improve performance or face discharge. Developmental counseling may not apply when an individual has engaged in more serious acts of misconduct. Usually. Referral Counseling Referral counseling helps subordinates work through a personal situation and may or may not follow crisis counseling. Crisis counseling focuses on the subordinate’s immediate. Promotion Counseling Leaders must conduct promotion counseling for all specialists and sergeants who are eligible for advancement without waivers but not recommended for promotion to the next higher grade. providing assistance. as appropriate. short-term needs.

the major performance objectives on the OER Support Form are used as the basis for determining the developmental tasks on the Junior Officer Developmental Support Form (DA Form 67-9-1a). NCO. and DA civilian evaluation reporting systems. Performance counseling communicates standards and is an opportunity for leaders to establish and clarify the expected values. You must establish standards that your subordinates can work towards and must teach them how to achieve the standards if they are to develop. areas needing improvement. you may choose to discuss and develop a "pathway to success" with the subordinate. you must ensure you’ve tied your expectations to performance objectives and appropriate standards. Mandatory. and potential. You and the subordinate jointly establish performance objectives and standards for the next period. The discussion may include opportunities for civilian or military schooling. you should focus the session on the subordinate’s strengths. Counseling at the beginning of and during the evaluation period facilitates a subordinate’s involvement in the evaluation process. As an Army leader. and reenlistment . Performance counseling is required under the officer. Professional Growth Counseling Professional growth counseling includes planning for the accomplishment of individual and professional goals. As part of professional growth counseling.PERFORMANCE AND PROFESSIONAL GROWTH COUNSELING Performance Counseling During performance counseling. You conduct this counseling to assist subordinates in achieving organizational and individual goals. Rather than dwelling on the past. The OER process requires periodic performance counseling as part of the OER Support Form requirements. future duty assignments. and actions. attributes. TAPES includes a combination of both of these requirements. Quarterly face-to-face performance and developmental counseling is required for these junior officers as outlined .and long-term goals and objectives. Part IVb (Leader Attributes/Skills/Actions) of the OER Support Form (DA Form 67-9-1) serves as an excellent tool for leaders doing performance counseling. you conduct a review of a subordinate’s duty performance during a certain period. you and your subordinate conduct a review to identify and discuss the subordinate’s strengths and weaknesses and create a plan of action to build upon strengths and overcome weaknesses. For lieutenants and warrant officers one. special programs. This future-oriented counseling establishes short. skills. This counseling isn’t normally event-driven. face-to-face performance counseling between the rater and the rated NCO is required under the NCOERS. During the counseling.

The rater and senior rater should discuss career field designation with the officer prior to making a recommendation on the rated officer’s OER. When appropriate. they should not be viewed as separate. The major difference between the approaches is the degree to which the subordinate participates and interacts during a counseling session. so as to better understand the situation. Ensure the subordinate’s plan of action supports those goals and objectives. These approaches differ in the techniques used. but they all fit the definition of counseling and contribute to its overall purpose. need to determine where the officer’s skills best fit the needs of the Army. During career field counseling. A session focused on performance may also include a discussion on opportunities for professional growth. distinct. Clarify what’s said. and leaders must apply specific courses of action tailored to each individual. directive. instead. maintain a focus on individual and organizational goals and objectives. Leaders use their experienced insight and judgment to assist subordinates in developing solutions. Figure C-5 summarizes the advantages and disadvantages of each approach. Regardless of the topic of the counseling session. During the counseling session. DIRECTIVE The directive approach works best to correct simple problems. . Raters and senior raters. Avoid providing solutions or rendering opinions. in conjunction with the rated officer. consideration must be given to the rated officer’s preference and his abilities (both performance and academic). make on-the-spot corrections. the leader directs a course of action for the subordinate. or exhaustive. For example. listen rather than make decisions or give advice. Different people and different situations require different counseling approaches. You should partially structure this type of counseling by telling the subordinate about the counseling process and explaining what you expect. NONDIRECTIVE The nondirective approach is preferred for most counseling sessions. summarize the discussion. Cause the subordinate to bring out important points. and combined. APPROACHES TO COUNSELING An effective leader approaches each subordinate as an individual.options. and correct aspects of duty performance. The leader using the directive style does most of the talking and tells the subordinate what to do and when to do it. leaders should follow the same basic format to prepare for and conduct it. In contrast to the nondirective approach. a counseling session that focuses on resolving a problem may also address improving duty performance. Every person’s needs are different. Career field counseling is required for lieutenants and captains before they’re considered for promotion to major. Three approaches to counseling include nondirective. While these categories can help you organize and focus counseling sessions.

Tends to discourage subordinates from talking freely. adjusting them to articulate what’s best for the subordinate. the leader uses techniques from both the directive and nondirective approaches. With your assistance. The combined approach emphasizes the subordinate’s planning and decision-making responsibilities. not the subordinate's. Encourages open communication. and help analyze each possible solution to determine its good and bad points. Encourages open communication. • Combined • • • Moderately quick. the subordinate develops the subordinate’s own plan of action. or is insecure. May take too much time for some situations. Tends to treat symptoms. or if a subordinate has limited problem-solving skills. Allows counselors to actively use their experience.Choose this approach when time is short. Advantages Nondirective • • Disadvantages • • Encourages maturity. not problems. Develops personal responsibility. Good for people who need clear. concise direction. More time-consuming Requires greatest counselor skill. Solution is the counselor's. You should then help the subordinate fully understand all aspects of the situation and encourage the subordinate to decide which solution is best. COMBINED In the combined approach. You should listen. Quickest method. It’s also appropriate when a subordinate needs guidance. is immature. Allows counselors to actively use their • • . when you alone know what to do. suggest possible courses. • Directive • • • • • • Doesn't encourage subordinates to be part of the solution. Encourages maturity.

• THE COUNSELING PROCESS Effective leaders use the counseling process.experience. It consists of four stages: • • • • Identify the need for counseling. This is the strongest form of influence not involving a command. Prepare for counseling. Successful persuasion depends on the leader’s credibility. The subordinate completes corrective training when the subordinate attains the standard. • Some techniques you can use during the directive approach to counseling include— Corrective training. • Persuading. Figure C-5. but leave the decision to the subordinate. You can use these methods during scheduled counseling sessions or while simply coaching a subordinate. • Commanding. Advise the subordinate that a given course of action is best. you may select from a variety of techniques when counseling subordinates. Counseling Approach Summary Chart COUNSELING TECHNIQUES As an Army leader. exact words. but leave the decision to accept the recommended action to the subordinate. Recommend one course of action. Order the subordinate to take a given course of action in clear. . Follow up. when appropriately used. These counseling techniques. cause subordinates to do things or improve upon their performance. • Recommending. Persuade the subordinate that a given course of action is best. • Advising. the subordinate’s willingness to listen. The subordinate understands that he has been given a command and will face the consequences for failing to carry it out. Counseling techniques you can use during the nondirective or combined approaches include— Suggesting alternatives. Teach and assist the subordinate in attaining and maintaining the standards. Conduct counseling. and their mutual trust. Discuss alternative actions that the subordinate may take. but both you and the subordinate decide which course of action is most appropriate.

schedule a second session. focus a counseling session. Counseling after duty hours may be rushed or perceived as unfavorable. Schedule the time. The subordinate should know why. If you need more time. do the following: • • • • • • • Select a suitable place. Outline the counseling session components. Organize information. for performance or professional development counseling. such as support forms or counseling records. The length of time required for counseling depends on the complexity of the issue. Organize Information . However.IDENTIFY THE NEED FOR COUNSELING Quite often organizational policies. Schedule the Time When possible. two-person effort. where. Notify the subordinate well in advance. and when the counseling will take place. counsel a subordinate during the duty day. PREPARE FOR COUNSELING Successful counseling requires preparation. Select a Suitable Place Schedule counseling in an environment that minimizes interruptions and is free from distracting sights and sounds. select a time free from competition with other activities and consider what has been planned after the counseling session. However. you may conduct developmental counseling whenever the need arises for focused. Notify the Subordinate Well in Advance For a counseling session to be a subordinate-centered. Important events can distract a subordinate from concentrating on the counseling. two-way communication aimed at subordinate development. Establish the right atmosphere. and then providing feedback to the subordinate in the form of counseling. Developing subordinates consists of observing the subordinate’s performance. Counseling following a specific event should happen as close to the event as possible. such as counseling associated with an evaluation or counseling required by the command. Additionally. To prepare for counseling. subordinates may need a week or more to prepare or review specific products. Generally a counseling session should last less than an hour. the subordinate must have time to prepare for it. comparing it to the standard. Plan your counseling strategy.

and the development of a plan of action. skills. attributes.Solid preparation is essential to effective counseling. Identify possible comments or questions to help you keep the counseling session subordinate-centered and help the subordinate progress through its stages. Resolve any aspects of the job that aren’t . (Figure C-6 is one example of a counseling outline prepared by a platoon leader about to conduct an initial NCOER counseling session with a platoon sergeant. and actions that will enable him to achieve his performance objectives.) Type of counseling: Initial NCOER counseling for SFC Taylor. Subordinate preparation: Have SFC Taylor put together a list of goals and objectives he would like to complete over the next 90 to 180 days. and actions from FM 22-100. a recently promoted new arrival to the unit. Assist SFC Taylor in developing the values. 9 October. Time to notify the subordinate: Notify SFC Taylor one week in advance of the scheduled counseling session. Counselor preparation: • • • • • Review the NCO Counseling Checklist/Record (DA Form 2166-8-1). and what your role as a counselor is. Focus on specific and objective behaviors that the subordinate must maintain or improve as well as a plan of action with clear. attributes. what you aim to achieve. Make notes in blank spaces in Part IV of the NCOER to assist when counseling. Although you never know what a subordinate will say or do during counseling. attributes. Role as counselor: Help SFC Taylor to understand the expectations and standards associated with the platoon sergeant position. main points of discussion. facts and observations about the subordinate. Think of how each applies to SFC Taylor and the platoon sergeant position. skills and actions in FM 22-100. Review the actions you consider necessary for a success or excellence in each value and responsibility. Outline the Components of the Counseling Session Using the information obtained. Review all pertinent information. obtainable goals. consistent with those of the platoon and company. Note what prompted the counseling. a written outline helps organize the session and enhances the chance of positive results. skills. identification of possible problems. Review the values. Place and time: The platoon office. Review each of the values and responsibilities in Part IV of the NCOER and the values. Update or review SFC Taylor’s duty description and fill out the rating chain and duty description on the working copy of the NCOER (DA Form 2166-8. Parts II and III). determine what to discuss during the counseling session. This includes the purpose of the counseling. 1500 hours.

Such counseling can occur in the field. you may offer the subordinate a seat or a cup of coffee. normally used to give specific guidance. Use a strategy that suits your subordinates and the situation. The directive. Even when you haven’t prepared for formal counseling. reinforces the leader’s rank. Session outline: Complete an outline following the counseling session components in Figure C-7 and based on the draft duty description on the NCOER. and authority. you may direct the subordinate to remain standing while you remain seated behind a desk. CONDUCT THE COUNSELING SESSION Be flexible when conducting a counseling session. Often counseling for a specific incident occurs spontaneously as leaders encounter subordinates in their daily activities. Developing the plan of action. To establish a relaxed atmosphere. . motor pool. Figure C-6.clearly understood. and combined approaches to counseling were addressed earlier. Good leaders take advantage of naturally occurring events to provide subordinates with feedback. you should address the four basic components of a counseling session. Discussing the issues. Counseling sessions consist of— • • • • Opening the session. Some situations make an informal atmosphere inappropriate. ideally at least two to three days prior to the actual counseling session. Recording and closing the session. Establish the Right Atmosphere The right atmosphere promotes two-way communication between a leader and subordinate. For example. barracks—wherever subordinates perform their duties. Their purpose is to guide effective counseling rather than mandate a series of rigid steps. You may want to sit in a chair facing the subordinate since a desk can act as a barrier. Example of a Counseling Outline Plan Counseling Strategy As many approaches to counseling exist as there are leaders. during counseling to correct substandard performance. This formal atmosphere. position in the chain of command. nondirective.

Record and Close the Session Although requirements to record counseling sessions vary. It should avoid vague intentions such as "Next month I want you to improve your land navigation skills.) Open the Session In the session opening. You and the subordinate should attempt to develop a mutual understanding of the issues. (Figure C-7 is an example of a counseling session. SGT Dixon will coach you through the land navigation course. when the issue is substandard performance." A specific and achievable plan of action sets the stage for successful development. for example." The plan must use concrete and direct terms. start the counseling session by reviewing the status of the previous plan of action. The conversation. respond. a leader always benefits by documenting the main points of a counseling session. Documentation serves as a reference . you might say: "Next week you’ll attend the map reading class with 1st Platoon. a problem situation and its impact. Develop a Plan of Action A plan of action identifies a method for achieving a desired result. an appropriate purpose statement might be: "The purpose of this counseling is to discuss your duty performance over the past month and to create a plan to enhance performance and attain performance goals. It’s important that you define the issue as substandard performance and don’t allow the subordinate to define the issue as an unreasonable standard—unless you consider the standard negotiable or are willing to alter the conditions under which the subordinate must meet the standard. Both you and the subordinate should provide examples or cite specific observations to reduce the perception that either is unnecessarily biased or judgmental. It specifies what the subordinate must do to reach the goals set during the counseling session. or potential areas for growth. Assessment of the plan of action (discussed below) becomes the starting point for follow-up counseling. and question without dominating the conversation. and then I will talk to you again and determine where and if you still need additional training. which should be two-way. I will observe you going through the course with SGT Dixon. Use active listening. However. then addresses what the subordinate needs to do to meet the standard." If applicable.Ideally. The plan of action must be specific: it should show the subordinate how to modify or maintain his behavior. You can best develop this by letting the subordinate do most of the talking. For example. duty performance. After the class. He will help you develop your skill with the compass. a counseling session results in a subordinate’s commitment to a plan of action. Aim to help the subordinate better understand the subject of the counseling. Establish the preferred setting early in the session by inviting the subordinate to speak. The best way to open a counseling session is to clearly state its purpose. For example. state the purpose of the session and establish a subordinatecentered setting. you should make clear how the performance didn’t meet the standard.

and taking corrective measures. You must observe and assess this process and possibly modify the plan to meet its goals. To close the session. Invite the subordinate to review the plan of action and what’s expected of the agreed upon plan of action and the subordinate’s accomplishments. professional. Explain that the initial counseling is . summarize its key points and ask if the subordinate understands the plan of action. processing a soldier for administrative separation. or providing time and resources. The assessment of the plan of action provides useful information for future followup counseling sessions. the easier it is to develop and incorporate them into an individual leadership style. or problems. and organizational goals. Assess the Plan of Action The purpose of counseling is to develop subordinates who are better able to achieve personal. Support may include teaching. you must support subordinates as they implement their plans of action. Appropriate measures after counseling include follow-up counseling. State the purpose of the counseling session. A complete record of counseling aids in making recommendations for professional development. review the plan of action with the subordinate to determine if the desired results were achieved. It continues through implementation of the plan of action and evaluation of results. Open the Session • • Establish a relaxed environment. personal preferences. You and the subordinate should determine the date for this assessment during the initial counseling session. Documentation of substandard actions conveys a strong corrective message to subordinates. These may include providing the subordinate with resources and time. Schedule any future meetings. or placing a soldier in the overweight program. such as a barring a soldier from reenlisting. During the assessment. establish any follow-up measures necessary to support the successful implementation of the plan of action. and evaluation reports. promotions. schools. With the subordinate. Additionally. making referrals. When a soldier faces involuntary separation. improvements. the leader must take special care to maintain accurate counseling records. at least tentatively. before dismissing the subordinate. After counseling. and following through on referrals. and actions. coaching. periodically assessing the plan. Army regulations require written records of counseling for certain personnel actions. FOLLOW UP Leader’s Responsibilities The counseling process doesn’t end with the counseling session. Explain to SFC Taylor that the more one discusses and understands Army values and leader attributes. informing the chain of command. the leader. skills.

Ensure that SFC Taylor has at least one example of a success or excellence bullet listed under each value and responsibility. Explain that subsequent counseling will focus on SFC Taylor's developmental needs as well as how well SFC Taylor is meeting the jointly agreed upon performance objectives. Mention that the duty description can be revised as necessary. character development must be incorporated into the plan of action. attributes. and skills form the basis for the plan. and the standards for success and excellence for each value and responsibility. Instruct SFC Taylor to perform a self-assessment during the next quarter to identify his developmental needs. the proper values. Explain that even though the developmental tasks focus on developing leader actions.• • based on leader actions (what SFC Taylor needs to do to be a successful platoon sergeant) and not on professional developmental needs (what SFC Taylor needs to do to develop further as an NCO). Discuss the meaning of each value and responsibility on the NCOER. Highlight areas of special emphasis and appointed duties. Resolve any questions that SFC Taylor has about the job. they're closely linked. training. . As such. Ensure SFC Taylor knows the rating chain. Categorize each action into one of the values or responsibilities listed on the NCOER. Discuss SFC Taylor's promotion goals and ask him what he considers to be his strengths and weaknesses. Character and actions can't be viewed as separate. Discuss specific examples of success and excellence in each value and responsibility block. Ask open-ended questions to see if SFC Taylor can relate these items to his role as a platoon sergeant. Obtain copies of the last two master sergeant selection board results and match his goals and objectives to these. Discuss the team relationship that exists between a platoon leader and a platoon sergeant and the importance of two-way communication between them. the meaning of each value and responsibility. skills. Discuss how each value and responsibility applies to the platoon sergeant position. Assist in Developing a Plan of Action (During the Counseling Session) • • • • Ask SFC Taylor to identify actions that will facilitate the accomplishment of the major performance objectives. Discuss the values. Come to an agreement on the duty description. and measurable. In formulating the plan of action to accomplish major performance objectives. specific. Discuss the issue • • • Jointly review the duty description on the NCOER. Ask SFC Taylor for suggestions to make the goals more objective. attributes. and taking care of soldiers' responsibilities. character development forms the basis for leadership development. and actions outlined in FM 22-100. including the maintenance.

Prepare for counseling. Outline the components of the counseling session. Stress the importance of teamwork and two-way communication. Developmental counseling is subordinate-centered communication that outlines actions necessary for subordinates to achieve individual and organizational goals and objectives. Expect SFC Taylor to be uncomfortable with the terms and the developmental process. • • • • • • Leaders must possess these counseling skills: • • Active listening. Plan counseling strategy. This means that both of you have the role of teacher and coach. 2. Figure C-8 summarizes the major aspects of developmental counseling and the counseling process. Empathy. Credibility. Notes on Strategy • • Facilitate answering any questions SFC Taylor may have. Organize information. Select a suitable place. Ensure SFC Taylor understands that you expect him to assist in your development as a platoon leader. It can be either event-oriented or focused on personal and professional development. Schedule the time. Self and cultural awareness. respond in a way that encourages participation throughout the session. Example of a Counseling Session SUMMARY This appendix has discussed developmental counseling. . Figure C-7. Leaders must demonstrate these qualities to counsel effectively: • • • • The Counseling Process 1. Respect for subordinates.Close the Session • • • • • Check SFC Taylor's understanding of the duty description and performance objectives. Responding. Remind SFC Taylor to perform a self-assessment during the next quarter. Set a tentative date during the next quarter for the routinely scheduled follow-up counseling. Notify the subordinate well in advance. Identify the need for counseling.

Discuss the issue. Inflexible counseling methods. Record and close the session.• Questioning. A Summary of Developmental Counseling . 4. Develop a plan of action (to include the leader’s responsibilities). Rash judgments. Effective leaders avoid common counseling mistakes. Leaders should avoid the influence of— • • • • • • 3. Improper follow-up. • Figure C-8. Conduct the counseling session. Open the session. • • • • Personal bias. Stereotyping. • Support plan of action implementation Assess the plan of action. • Establish the right atmosphere. Follow up. Losing emotional control.