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COUNSELING IN THE 21st CenturyCOUNSELING IN THE 21st CenturyLEADERSHIP DOCTRINELEADERSHIP DOCTRINE

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The Army’s values of Loyalty, Duty, & Selfless Service requires us to counsel.

The Army’s values of Honor, Integrity, & Personal Courage requires us to give straightforward Feedback

ValuesValues

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The Army’s value of Respect requires us to find the best way to communicate that feedback.

ValuesValues

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Leadership DoctrineLeadership Doctrine

Leadership Doctrine; FM 22-100

1995- Nov 1999

Appendix “C”

Developmental Counseling (Supersedes FM 22-101)

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Current Counseling Requirements

Current Counseling Requirements

Local Command Directives & Policies (Not Standardized)

Monthly Performance Oriented

AR 635-200, AR 600-9, AR 600-8-19

Separations

Overweight

“Not Recommended” for Promotion

AR 623-205 NCOER

Quarterly Performance Counseling

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Counseling Perceptions From The Field Counseling is perceived as negative; normally associated

with an evaluation requirement, problem, or poor performance

Documenting counseling is bad news - writing things down is perceived as negative

Current counseling technique:

– One way/directive (I talk, you listen), does not result in a concrete action plan

– Past performance

Why did we change? Why did we change?

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The purpose of counseling is:

To develop subordinates to achieve personal, professional development and organizational goals and to prepare them for increased responsibilities.

Developmental Counseling

Developmental Counseling

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WEBSTER II’s definition:

– An exchange of opinions and ideas in order to reach a decision: “Consultant”

– Advice or guidance; solicited from a knowledgeable or experienced person

– A deliberate plan of action, to press the adoption of; Recommend

FM 22-100’s definition:

– Subordinate-centered communication which leads to the achievement of individual and unit goals.

CounselCounsel

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Where are we now ? Where are we now ?

1. New Doctrine; FM 22-100 published and released 1 November 1999.

2. Institutional Training; Started throughout NCOES, WOC, OBC & OAC.

3. Quality versus Quantity; Proposal for quarterly Professional/Performance Growth Counseling AR 600-100.

4. Support to the field:

a. Developmental counseling Video

b. Counseling WEB Library (www.counseling.army.mil)

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Developmental CounselingFM 22-100, Appendix C

Developmental CounselingFM 22-100, Appendix C

The Leader’s ResponsibilitiesThe Leader as a Counselor

Leader Counseling Skills

The Leader’s Limitations

Types of Developmental Counseling

Approaches to Counseling

Counseling Techniques

The Counseling Process

The Developmental Counseling Form

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TYPES OF COUNSELING TYPES OF COUNSELING Event-Oriented:

- Specific instances of superior or substandard performance

- Reception and integration counseling

- Crisis counseling - Referral counseling

- Promotion counseling - Separation counseling

Performance/Professional Growth: - What does this counseling session address? - Near Term: Quarterly

- Long Term: 1-5 years (career map) - What is the purpose or endstate of this session? - Pathway to Success = Plan of Action

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Developmental Counseling Process

Developmental Counseling Process

Identify the need for counseling: event driven or performance/professional growth counseling

Prepare for counseling: select a suitable place, schedule the time, notify the subordinate well in advance, organize information, outline the counseling session components, plan your counseling strategy, and establish the right atmosphere.

Conduct counseling: open the session, discussing the issues, developing the plan of action, and recording and closing the session.

Follow up: providing the teaching, coaching, and mentoring needed.

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DEVELOPMENTAL COUNSELING FORMFor use of this form see FM 22-100.

DATA REQUIRED BY THE PRIVACY ACT OF 1974AUTHORITY: 5 USC 301, Departmental Regulations; 10 USC 3013, Secretary of the Army and E.O. 9397 (SSN)PRINCIPAL PURPOSE: To assist leaders in conducting and recording counseling data pertaining to subordinates.ROUTINE USES: For subordinate leader development IAW FM 22-100. Leaders should use this form as necessary.DISCLOSURE: Disclosure is voluntary.

PART I - ADMINISTRATIVE DATAName (Last, First, MI) Rank / Grade Social Security No. Date of Counseling

Organization Name and Title of Counselor

PART II - BACKGROUND INFORMATIONPurpose of Counseling: (Leader states the reason for the counseling, e.g. Performance/Professional or Event-Oriented counseling and includes the leaders facts and observations prior to the counseling):

PART III - SUMMARY OF COUNSELINGComplete this section during or immediately subsequent to counseling.

Key Points of Discussion:

OTHER INSTRUCTIONSThis form will be destroyed upon: reassignment (other than rehabilitative transfers), separation at ETS, or upon retirement. For separation

requirements and notification of loss of benefits/consequences see local directives and AR 635-200.

DA FORM 4856-E, JUN 99EDITION OF JUN 85 IS OBSOLETE

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Plan of Action: (Outlines actions that the subordinate will do after the counseling session to reach the agreed upongoal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specifictime line for implementation and assessment (Part IV below):

Session Closing: (The leader summarizes the key points of the session and checks if the subordinate understands theplan of action. The subordinate agrees/disagrees and provides remarks if appropriate):

Individual counseled: I agree / disagree with the information above

Individual counseled remarks:

Signature of Individual Counseled: _________________________________________ Date: _____________________

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action):

Signature of Counselor: _________________________________________________ Date:_______________________

PART IV - ASSESSMENT OF THE PLAN OF ACTIONAssessment: (Did the plan of action achieve the desired results? This section is completed by both the leader and theindividual counseled and provides useful information for follow-up counseling):

Counselor: ____________________ Individual Counseled:_________________ Date of Assessment:______________

Note: Both the counselor and the individual counseled should retain a record of the counseling.DA FORM 4856-E (Reverse)

Plan of Action: (Outlines actions that the subordinate will do after the counseling session to reach the agreed upon goal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specific time line for implementation and assessment (Part IV below):

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Plan of Action: (Outlines actions that the subordinate will do after the counseling session to reach the agreed upongoal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specifictime line for implementation and assessment (Part IV below):

Session Closing: (The leader summarizes the key points of the session and checks if the subordinate understands theplan of action. The subordinate agrees/disagrees and provides remarks if appropriate):

Individual counseled: I agree / disagree with the information above

Individual counseled remarks:

Signature of Individual Counseled: _________________________________________ Date: _____________________

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action):

Signature of Counselor: _________________________________________________ Date:_______________________

PART IV - ASSESSMENT OF THE PLAN OF ACTIONAssessment: (Did the plan of action achieve the desired results? This section is completed by both the leader and theindividual counseled and provides useful information for follow-up counseling):

Counselor: ____________________ Individual Counseled:_________________ Date of Assessment:______________

Note: Both the counselor and the individual counseled should retain a record of the counseling.DA FORM 4856-E (Reverse)

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action):

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Plan of Action: (Outlines actions that the subordinate will do after the counseling session to reach the agreed upongoal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specifictime line for implementation and assessment (Part IV below):

Session Closing: (The leader summarizes the key points of the session and checks if the subordinate understands theplan of action. The subordinate agrees/disagrees and provides remarks if appropriate):

Individual counseled: I agree / disagree with the information above

Individual counseled remarks:

Signature of Individual Counseled: _________________________________________ Date: _____________________

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action):

Signature of Counselor: _________________________________________________ Date:_______________________

PART IV - ASSESSMENT OF THE PLAN OF ACTIONAssessment: (Did the plan of action achieve the desired results? This section is completed by both the leader and theindividual counseled and provides useful information for follow-up counseling):

Counselor: ____________________ Individual Counseled:_________________ Date of Assessment:______________

Note: Both the counselor and the individual counseled should retain a record of the counseling.DA FORM 4856-E (Reverse)

Assessment: (Did the plan of action achieve the desired results? This section is completed by both the leader and the individual counseled and provides useful information for follow-up counseling):

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Summary of the Developmental Counseling Process

Summary of the Developmental Counseling Process

Identify the need for counseling

Prepare for counseling

Conduct counseling

Follow up

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Chapter 2

Responsibilities

a. All Commanders will ensure soldiers receive Professional Growth Counseling quarterly (AC) semiannual (RC). Leaders of soldiers in the rank of Private to Specialist will conduct this counseling using DA Form 4856 as explained in FM 22-100. Noncommissioned Officers (CPL and above) will be conducted IAW AR 623-205,NCOER. Face to face developmental counseling between the leader and the soldier is accomplished in order to improve performance and professionally develop the soldier. It is the process where subordinate centered communication produces a plan of action. Soldiers then follow these plans of actions in order to achieve individual and organizational goals.

Quality versus Quantity Quality versus Quantity

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Support to the Field Support to the Field

Current Developmental Counseling Video was released 15 July 2000 as part of a Chain Teaching Packet with Army Leadership.

* Supports Unit’s NCODP & OPD programs.

Counseling WEB Library: (www.counseling.army.mil)

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Support to the Field Support to the Field

Current Developmental Counseling Video was released 15 July 2000 as part of a Chain Teaching Packet with Army Leadership.

* Supports Unit’s NCODP & OPD programs.

Counseling WEB Library: (www.counseling.army.mil)

Future WEB Libraries: To support; Leader’s Book, NCODP, Sergeants’ Time

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AR 635-200 Separation Requirements

AR 635-200 Separation Requirements

1. AR 635-200, para 1-18b: Prior to initiating a separation action on a soldier for bad conduct or poor performance that soldier will be counseled by a responsible person about his or her deficiencies at least once before initiating separation action.

2. The soldier’s counseling or personnel records must establish that the soldier was afforded a reasonable opportunity to overcome the deficiencies.

3. Counseling will be conducted per paragraph 17-3 and must include:

a. Reason for counseling b. That separation action may be initiated if the behavior continues. c. The type of discharge that could result from the possible separation action and the effect of each type.

4. AR 635-200, para 17-3: The counseling instructions will include a comprehensive explanation of the following:

a. The types of discharge certificates. b. The basis for issuance of each type of certificate. c. The possible effects of the various certificates on reenlistment, civilian employment, veterans’ benefits, and related matters. d. The unlikelihood that the soldier will be successful in any attempt to have the character of his or her service changed.

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CENTER FOR ARMY LEADERSHIPCENTER FOR ARMY LEADERSHIP

Web SitesWeb Sites: : www.counseling.army.milwww.counseling.army.mil www.leadership.army.milwww.leadership.army.mil www-cgsc.army.mil/eldnwww-cgsc.army.mil/eldn

QUESTIONS?