COUNSELING: Event Counseling (Pt 2)

There are many events that should generate counseling for a Soldier. And, it is important to note not all counseling is negative. Leaders have an obligation to give “counsel” (i.e. “guidance”) to Soldiers in the windows of important events in their careers, Tomorrow we’ll cover reception counseling, which gives new Soldiers a critical start. But many other events should generate counselings from leaders. We’ll cover those today. They include superior and substandard performance, crises, promotions and others.

Did you know leaders are supposed to counsel all promotion-eligible E4s and E5s? Now you do. And more!

As always, italics added for our emphasis, and […] indicates we cut out stuff we thought was fluff. And, as always: you’re smarter reading the pub yourself to be exactly sure.

The major takeaways:

Specific Instances of Superior or Substandard Performance

• Counsel close to the event as possible

• Counsel for both exceptional and substandard performance.

• Explain the purpose of the counseling—what was expected and how the subordinate exceeded or failed to meet the standard.

• Remain neutral.

• Address and explain the specific behavior or action.

• Do not address the subordinate’s character.

• Explain the effect of the behavior, action, or performance on the rest of the organization.

• Actively listen to the subordinate’s responses

• If failing to meet the standard, teach the subordinate how to meet the standard and recognize patterns of behavior that may keep the subordinate from meeting the standard.

• Be prepared to conduct personal counseling, since a failure to meet the standard may be the result of an unresolved personal issue.

Crisis Counseling

• Focuses on the subordinate’s immediate short-term needs

• Assists a Soldier or employee through a period of shock after receiving negative news (i.e. of the death of a loved one).

• assist by listening and providing appropriate assistance.

• May include coordinating for external agency support, (i.e. funding for transportation or contact with a chaplain.)

Referral Counseling

• When issues are beyond the capability or expertise of a subordinate’s leaders.

• Helps subordinates work through personal situations that may affect performance.

• Prevents an issue from becoming unmanageable for the subordinate.

Promotion Counseling

• Leaders must c counseli all specialists, corporals, and sergeants who are eligible for advancement without waivers (see AR 600-8-19).

• Soldiers receive initial (event-oriented) counseling when they attain full promotion eligibility and then periodic (performance/professional growth) counseling thereafter.

• Soldiers not recommended for promotion must be counseled as to why.

Transition Counseling

• Assists Soldiers who are demobilizing, separating, or retiring from active duty.

• Prepares subordinates for employment, education, and other post-service opportunities and benefits.

• Start with identifying military and long-term goals at the first unit of assignment.

• AR 600-8 has other transition guidance.

Adverse Separation Counseling

• Informs the Soldier of the administrative actions available to the commander in the event substandard performance continues

• A unit first sergeant or the commander should inform the Soldier of such proceedings based on the notification requirements outlined in AR 635-200.

Diving deep in the doctrinal details:

Specific Instances of Superior or Substandard Performance

1-6. Often counseling is tied to specific instances of superior or substandard duty performance. The leader uses the counseling session to convey to the subordinate whether or not the performance met the standard and what the subordinate did right or wrong. Successful counseling for specific performance occurs as close to the event as possible. Leaders should counsel subordinates for exceptional as well as substandard duty performance.

1-7. Leaders should always counsel subordinates who do not meet the standard. If performance is unsatisfactory because of a lack of knowledge or ability, leader and subordinate can develop a plan for improvement. Corrective training helps ensure that the subordinate knows and consistently achieves the standard. When counseling a subordinate for specific performance, leaders take the following actions:

• Explain the purpose of the counseling—what was expected and how the subordinate exceeded or failed to meet the standard. l Remain neutral.

• Address and explain the specific behavior or action—do not address the subordinate’s character.

• Explain the effect of the behavior, action, or performance on the rest of the organization.

• Actively listen to the subordinate’s responses (see Chapter 2).

• If failing to meet the standard, teach the subordinate how to meet the standard and recognize patterns of behavior that may keep the subordinate from meeting the standard.

• Be prepared to conduct personal counseling, since a failure to meet the standard may be the result of an unresolved personal issue.

• Explain to the subordinate how developing an individual development plan will improve performance and identify specific responsibilities in implementing the plan.

• Continue to assess and follow up on the subordinate’s progress.

• Adjust the plan as necessary.

[…]

Crisis Counseling

1-10. Crisis counseling focuses on the subordinate’s immediate short-term needs and assists a Soldier or employee through a period of shock after receiving negative news, such as the notification of the death of a loved one. Leaders may assist by listening and providing appropriate assistance. Assistance may include coordinating for external agency support, such as obtaining emergency funding for transportation or putting them in contact with a chaplain.

Referral Counseling

1-11. Referral counseling occurs when issues are beyond the capability or expertise of a subordinate’s leaders. Referral counseling helps subordinates work through personal situations that may affect performance. It may or may not follow crisis counseling. Referral counseling aims at preventing a challenge or issue from becoming unmanageable for the subordinate. Army leaders assist by identifying issues in time and referring the subordinate to the appropriate outside resources, such as Army Community Services, a chaplain, or an alcohol and drug counselor.

Promotion Counseling

1-12. Army leaders must conduct promotion counseling for all specialists, corporals, and sergeants who are eligible for advancement without waivers (see AR 600-8-19). Army regulations require that Soldiers within this category receive initial (event-oriented) counseling when they attain full promotion eligibility and then periodic (performance/professional growth) counseling thereafter. Soldiers not recommended for promotion must be counseled as to why they were not recommended and should address these shortcomings and plans of action to overcome the identified shortcomings.

Transition Counseling

1-13. Transition counseling assists Soldiers who are demobilizing, separating, or retiring from active duty. Transition counseling prepares subordinates for employment, education, and other post-service opportunities and benefits. Transition requires planning throughout the individual’s service starting with identifying military and long-term goals at the first unit of assignment. Leaders and subordinates should review and revise these goals as necessary during subsequent professional development counseling sessions.

1-14. Leaders will assist subordinates with transition activities in concert with the servicing Army Career and Alumni Program (ACAP) office and other transition assistance resources (see AR 600-8).

Adverse Separation Counseling

1-15. Adverse separation counseling may involve informing the Soldier of the administrative actions available to the commander in the event substandard performance continues and of the consequences associated with those administrative actions (see AR 635-200).

1-16. Developmental counseling may not apply when an individual has engaged in serious acts of misconduct. In those situations, leaders should refer the matter to the commander and the servicing staff judge advocate. When rehabilitative efforts fail, counseling with a view toward separation is required. It is an administrative prerequisite to many administrative discharges. It is advisable to involve the chain of command as soon as it is determined that adverse separation counseling might be required. A unit first sergeant or the commander should inform the Soldier of such proceedings based on the notification requirements outlined in AR 635-200.

Earn your own excellent performance counseling by getting excellent at counseling! Take A Doctrine Deep Dive with a read of ATP 6-22.1