DEVELOPMENTAL COUNSELING

2. DEVELOPMENTAL COUNSELING FM 6-22 Army Leadership

3. DEVELOPMENTAL COUNSELINGTERMINAL LEARNING OBJECTIVE Action: Conduct Developmental Counseling Conditions: As a leader in a garrison environment given FM 6-22 Standard: Prepare for counseling and conduct a subordinate-centered counseling session that produces a plan of action focusing the subordinate on individual and unit goal accomplishment

4. Types of Developmental Counseling Event counseling Performance counseling Professional growth counseling

5. Event Counseling Instances of superior or substandard performance Reception and integration counseling Crisis counseling Referral counseling Promotion counseling Separation counseling

6. Counseling for Specific Instances Explain the purpose of the counseling Address specific unacceptable behavior or action Explain effects of behavior, action, or performance on the rest of the organization Actively listen to subordinate's response Remain neutral or unemotional

7. Reception and Integration Counseling Counsel all new team members when they join the organization Serves two important purposes: Identifies and helps alleviate any problems or concerns new members may have Familiarizes new team members with organizational standards and how they fit into the team (sends message that chain of command cares)

8. Reception and Integration Counseling (continued)‏ Chain of Command Standards Security/Safety NCO support channel On/Off duty conduct Unit history, structure, & mission Soldier programs Off limit/danger areas Functions & location of support activities On/Off post recreational, educational, cultural, and historical opportunities

9. Crisis Counseling Includes getting a Soldier through a period of shock after receiving negative news Focuses on subordinate's immediate short-term needs Leaders may assist by listening and providing appropriate assistance Referrals are a part of assistance

10. Referral Counseling Helps subordinates work through a personal situation May or may not follow crisis counseling Aims at preventing a problem from becoming unmanageable Involves agencies such as Army Community Services, Army Emergency Relief, a chaplain, or an alcohol and drug counselor

11. Promotion Counseling Required for all specialists and sergeants who are eligible for advancement without waivers but not recommended for promotion to the next higher grade Soldier receives initial (event-oriented) counseling when they attain full promotion eligibility and then periodic (performance/personal growth) thereafter

12. Adverse Separation Counseling May involve informing Soldier of administrative actions available to the commander May not apply when an individual has engaged in serious acts of misconduct Considered when rehabilitative efforts fail Serves as final warning to Soldier to improve performance or face discharge Ensure you include the “Magic Statement” (AR 135-178 Para 2-4 and AR 635-200 Para 1-16)‏

13. Performance Counseling Conduct a review of subordinate's duty performance over a certain period of time Leader and subordinate jointly establish performance objectives and standards Rather than dwelling on the past, focus on the future: strengths, areas of improvement, and potential Required under the OER/NCOER evaluation process

14. Professional Growth Counseling Planning for the accomplishment of individual and professional goals Identify strengths and weaknesses to create an individual development plan Use short and long term goals and objectives Include: Military and civilian schooling Future duty assignments Reenlistment options

15. The Leader as a Counselor Developmental counseling must be a shared effort Leaders assist subordinates in identify strengths and weaknesses while creating a plan of action Success = subordinates commitment to improve and candid in their own assessments and goal setting

16. The Leader as a Counselor (continued)‏ Caring and empathic leaders conduct counseling to help subordinates become better team members, maintain or improve performance, and prepare for the future by focusing on these key characteristics: Purpose Flexibility Respect Communication Support

17. Qualities of the Counselor Qualities include: respect for subordinates, self-awareness and cultural awareness, empathy, and credibility Ability to select proper approach to a specific situation Consistently develop and improve own counseling abilities General skills needed in almost every situation: active listening, responding, and questioning

18. Qualities of the Counselor (Active Listening)‏ Active listening includes: Eye contact Body posture Head nods Facial expressions Verbal expressions

19. Qualities of the Counselor(Responding)‏ A leader responds verbally and nonverbally to show understanding of the subordinate Verbal: summarizing, interpreting, and clarifying subordinates message Nonverbal: eye contact and occasional gestures such as a head nod

20. Qualities of the Counselor(Questioning)‏ Should be used with caution Too many can aggravate power differential between leader and subordinate Too many could be an intrusion of privacy causing subordinate to become defensive Ask questions to obtain additional information Should not lead to simple yes or no answers

21. Counseling Errors Talking too much Giving unnecessary or inappropriate advice Not truly listening Projecting personal likes, dislikes, biases, and prejudices Rash judgments Stereotyping Losing emotional control Improper follow-up

22. Accepting Limitations Know you cannot help in every situation Seek outside assistance Respect individual's preference to contact an agency on their own Some agencies to know: Red Cross, AER, ACS, ASAP, Chaplain, Career Counselor, IG, EO, Education Office

23. Adaptive Approaches to Counseling Nondirective Directive Combined

24. Nondirective Approach Advantage Encourages maturity Encourages open communication Develops personal responsibility Disadvantages More time consuming Requires greatest counselor skills

25. Directive Approach Advantage Quickest method Good for people who need clear, concise direction Allows counselors to use their experience Disadvantage Subordinates not part of the solution Treats symptoms, not problems Discourage subordinates from talking freely Solution is counselor's, not subordinate's

26. Combined Approach Advantage Moderately quickly Encourages maturity Encourages open communication Allows counselors to use their experience Disadvantage May take too much time for some situations

27. Counseling Techniques Nondirective or combined approach: Suggesting alternatives Recommending Persuading Advising Directive approach: Corrective training Commanding

28. Four-Stage Counseling Process Identify the need for counseling Prepare for counseling Conduct counseling Follow-up

29. Identify the Need for Counseling Counseling associated with evaluations Command directed Developmental counseling

30. Prepare for Counseling Select a suitable place Schedule the time Notify the subordinate well in advance Organize information Outline the counseling session components Plan the counseling strategy Establish the right atmosphere

31. Conduct Counseling Opening the Session Discussing the Issues Developing a Plan of Action Recording and Closing the Session

32. Opening the Session States purpose and establishes subordinate-centered setting Invites subordinate to speak If applicable, starts by reviewing the status of the current plan of action

33. Discuss the Issues Attempt to develop mutual and clear understanding of counseling issues Use active listening; invite subordinate to do most of the talking Ask questions without dominating the conversation If substandard performance leader must be clear why standards were not met Leader must clearly establish what the subordinate must do to meet standard in future

34. Plan of Action Identifies method of pathway for achieving a desired result Specifies what subordinate must do to reach agreed-upon goals Plan of action must be specific Include a tentative date for the assessment session (this holds the leader accountable for follow-up to determine if the plan of action worked or needs to be modified)‏

35. Record and Close the Session Leader benefit is to document main points of counseling session, even informal ones Documentation serves as: Ready reference for plan of action Helps leader track subordinate accomplishments, achievements, improvements, personal preferences, problems Required for separations, bars to reenlistment, and overweight program

36. Follow-up Leader Responsibilities Modify initial plan if necessary Teach, coach, mentor, or provide additional time, referrals and other appropriate resources Assess the Plan of Action Leader and subordinate jointly determine if desired results were achieved Determine assessment date during initial counseling session

37. DEVELOPMENTAL COUNSELING TERMINAL LEARNING OBJECTIVE Action:Conduct Developmental Counseling Conditions:As a leader in a garrison environment given FM 6-22 Standard:Prepare for counseling and conduct a subordinate-centered counseling session that produces a plan of action focusing the subordinate on individual and unit goal accomplishment

38. After Action Review What was supposed to happen? What did happen? What were the strengths during this class? What were the weaknesses (or what went wrong) during this class? What can be done better next time to improve this training? Reference: TC 25-20