DEVELOPMENTAL COUNSELING

Counseling
Subordinate-centered communication that outlines actions necessary for subordinates to achieve individual and organizational goals.

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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.

Characteristics of Effective Counseling

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
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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.
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When should a leader counsel to develop subordinates?

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?
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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
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Why should the subordinate be active in the session?

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Common Counseling Mistakes

Leaders: Likes Dislikes Rash decisions Biases Prejudices Improper follow-up

Categories of Counseling

Personal - Event Oriented

Reception and Integration Separation Promotion Counseling Referrals Crisis Positive Performance 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
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Approaches to Counseling

Directive Nondirective Combined

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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.

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

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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

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Counseling Process

Identify the need for counseling

Prepare for counseling Conduct the counseling session Follow-up
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Prepare for Counseling

1. 2. 3. 4.
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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?

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Prepare for Counseling (Cont)

5. Outline components of counseling session 6. Plan a counseling strategy 7. Establish the right atmosphere

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Why should a leader prepare an outline? What is a counseling strategy?

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The Counseling Session

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

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1. Open the Session

- State the purpose of the session - Establish a subordinate-centered tone

Why is it important to state the purpose of the session?

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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.

How does a counselor jointly develop an understanding of the situation? Why is it important to support points with facts or observations?
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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.

When should the plan include a referral?

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4. Record and Close the Session

- Summarize the counseling session. - Discuss implementation of the plan; check for understanding and acceptance. - Identify leaders responsibilities.
What happens when a soldier does not accept the plan of action? What is follow-up and why is it necessary? What is the leaders role in implementing the plan?
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Assess the Plan of Action

If needed, modify the original plan of action

Provides useful information for future follow-up counseling sessions

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DEVELOPMENTAL COUNSELING FORM

NAME (Last, First, MI) Organization Rank/Grade 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
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Subordinatecentered Goal Oriented

The Session

Subordinate-Centered Strategy
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Active Listening Responding Questioning

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Open the session Discuss the issue Develop plan of action Record and close the session

Purpose:
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The Process
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To develop subordinates

Identify the need Prepare Conduct Assessment

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