DEVELOPMENTAL COUNSELING Counseling Subordinatecentered communication that outlines actions

DEVELOPMENTAL COUNSELING

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? 3

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. 4

Characteristics of Effective Counseling o o o Purpose: clearly identified Flexibility: adjust style to subordinate Respect: each person has own beliefs and values Communication: open and two-way, where you listen more than speak Support: encourage and guide 5

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 When should a leader counsel to develop subordinates? 6

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? 7

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 subordinatecentered counseling: - Active Listening - Responding - Questioning 3 Why should the subordinate be active in the session? 8

Common Counseling Mistakes Leader’s: n Likes n Dislikes n Rash decisions n Biases n Prejudices n Improper follow-up 9

Categories of Counseling – Personal - Event Oriented Reception and Integration Separation Promotion Counseling Referrals – Crisis Positive Performance Corrective Training Performance and Professional Growth n n n OER/NCOER “Pathway to Success” Developmental Process Based on Potential – Near Term <1 year – Long Term > 2 -5 years 10

Approaches to Counseling – Directive – Nondirective – Combined 11

Directive approach is more counselorcentered versus subordinate- centered. In this approach, the leader does most of the talking and tells the subordinate what needs to be done. 12

Nondirective approach is subordinatecentered. This is the preferred approach in most situations 13

Combined approach, the leader uses part of the directive and nondirective approaches; the combined approach emphasizes that the subordinate must be responsible for the planning and decision making 14

Counseling Process – Identify the need for counseling – Prepare for counseling – Conduct the counseling session – Follow-up 15

Prepare for Counseling 1. 2. 3. 4. 3 3 3 Select a suitable place Schedule the time Notify the subordinate well in advance Organize the information Can counseling occur spontaneously without formal preparation? What is an appropriate time? What should a leader tell the subordinate? 16

Prepare for Counseling (Con’t) 5. Outline components of counseling session 6. Plan a counseling strategy 7. Establish the right atmosphere 3 3 Why should a leader prepare an outline? What is a counseling strategy? 17

The Counseling Session 1. 2. 3. 4. Open the session Discuss the issue Develop a plan of action Record and close the session 18

1. Open the Session - State the purpose of the session - Establish a subordinate-centered tone 3 Why is it important to state the purpose of the session? 19

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 facts or observations? 20

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 When should the plan include a referral? 21

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? 22

Assess the Plan of Action – If needed, modify the original plan of action – Provides useful information for future follow-up counseling sessions 23

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 3 3 Subordinatecentered Goal Oriented The Session 3 3 Subordinate-Centered Strategy Open the session Discuss the issue Develop plan of action Record and close the session 3 3 3 Active Listening Responding Questioning Purpose: 3 To develop subordinates The Process 3 3 Identify the need Prepare Conduct Assessment 26