COUNSELING IN THE 1999 LEADERSHIP DOCTRINE Counseling Subordinatecentered

COUNSELING IN THE 1999 LEADERSHIP DOCTRINE

Counseling Subordinate-centered communication that outlines actions necessary for subordinates to achieve individual and organizational goals. 3 3 Why should counseling lead to achievement of goals? How is counseling related to leadership?

The Reason for Counseling - To help subordinates develop in order to achieve organizational or individual goals. - This overriding theme of “subordinate development” includes helping subordinates to improve performance, solve problems or attain goals.

The Leader as a Counselor Leaders have a responsibility to develop their subordinates. During counseling, the leader acts primarily as a helper, not a judge. 3 3 When should a leader counsel to develop subordinates? How can a leader be both an evaluator/judge and a helper/counselor?

The Leader as a Counselor The following qualities help the leader to assume an effective role during counseling: - Respect for subordinates Self and Cultural Awareness Credibility Empathy 3 How do these qualities assist leaders in counseling?

Subordinate-Centered (Two-Way) Communication Subordinates assume an active role in the counseling session and maintain responsibility for their actions. The following skills assist leaders in subordinate-centered counseling: - Active Listening - Responding - Questioning 3 Why should the subordinate be active in the session?

Common Counseling Mistakes – Leader’s: – – Likes Dislikes Biases Prejudices

Counseling Cycle Continuous Process EXIT INTERVIEW OER / NCOER PATHWAY TO SUCCESS JODSF / NCOER Checklist ARRIVE AT UNIT - Sponsorship - Reception and Integration Personal Issues Event: Non-select for school / promotion JODSF/NCOER Checklist MIDPOINT 6 MONTHS Initial OER / NCOER Counseling (30 days) JODSF / NCOER Checklist Periodic Review of OER Support Form (Rater/ SR Rater)

Categories of Counseling – Personal - Event Oriented – – Reception and Integration - Crisis - Separation Positive Performance - Promotion Counseling Referrals - Corrective Training Performance and Professional Growth – – – OER/NCOER “Pathway to Success” Developmental Process Based on Potential – Near Term <1 year – Long Term > 2 -5 years

Approaches to Counseling – Directive – Nondirective – Combined

Counseling Process – Identify the need for counseling – Prepare for Counseling – Conduct the Counseling Session – Follow-up

Preparation for Counseling 1. 2. 3. 4. 5. 6. 7. Select a suitable place Schedule the time Notify the subordinate well in advance Organize the information Outline the components of the counseling session Plan a counseling strategy Establish the right atmosphere 3 Can counseling occur spontaneously without formal preparation? What is an appropriate time? What should a leader tell the subordinate? 3 3

Preparation for Counseling 3 3 Why should a leader prepare an outline? What is a counseling strategy?

The Counseling Session 1. 2. 3. 4. Open the session Discuss the issue Develop a plan of action Record and Close the session

(1) Open the Session - State the purpose of the session. - Establish a subordinate-centered tone. 3 3 How does a counselor establish a subordinate centered tone? Why is it important to state the purpose of the session?

(2) Discuss the Issue - Jointly develop an understanding of the situation. - Support points with facts or observations. - Establish relevance between the issue and individual or unit goals. 3 3 How does a counselor “jointly develop” an understanding of the situation? Why is it important to support points with fact or observations?

(3) Develop a Plan of Action - Actions should facilitate the attainment of goals. - Actions should be specific enough to drive behavior. - Plan may entail contacting a referral agency. 3 3 Why must the plan be a “plan of action”? When should the plan include a referral?

(4) Record and Close the Session - Summarize the counseling session. - Discuss implementation of the plan; check for understanding and acceptance. - Identify leader’s responsibilities. 3 3 3 What happens when a soldier does not accept the plan of action? What is follow-up and why is it necessary? What is the leader’s role in implementing the plan?

Assess the Plan of Action – If needed, modify the original plan of action – Provides useful information for future followup counseling sessions

DEVELOPMENTAL COUNSELING FORM Rank/Grade NAME (Last, First, MI) Organization Date of Counseling Name and Title of Counselor PART II - BACKGROUND INFORMATION Purpose of Counseling: PART III - Summary of Counseling Key Points of Discussion:

Plan of Action: Session Closing: Individual counseled: I agree / disagree with the information above Individual counseled remarks: Signature of Individual Counseled Date Leader Responsibilities: Signature of Counselor Date PART IV - ASSESSMENT OF THE PLAN OF ACTION Assessment:

Summary Counseling Subordinate-Centered Strategy Subordinate-centered Goal Oriented Active Listening Responding Questioning Purpose The Session Open the session Discuss the issue Develop plan of action Record and Close the session Develop subordinates The Process Identify the need Prepare Conduct Assessment