COUNSELING: Stage 2- Prepare

ATP 6-22.1 (The Counseling Process) defines a very specific four-stage process for counseling. Yesterday we covered Stage 1: Identify the Need for Counseling. Today we look at preparing for that counseling, now that you know you need to do it. Like most things in life, it’s better to go in prepared for counseling.

The pub offers a handy chart with some great ideas for how to structure the process and a great table on different counseling techniques.

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 publication yourself to be exactly sure.

The major takeaways:

STAGE 2: PREPARE FOR COUNSELING

Things to prepare:

• Select a suitable place.

• Schedule the time.

• Notify the subordinate well in advance.

• Outline the components of the counseling session.

• Organize information and draft a plan of action.

• Plan the counseling strategy.

• Establish the right atmosphere

Army leaders may employ three major approaches to counseling:

• nondirective

• directive

• combined.

Techniques leaders may explore during the nondirective or combined approaches include:

• Suggesting alternatives. Leader and subordinate together decide which course of action is most appropriate.

• Recommending. Recommend one course of action but leave the decision to accept it to the subordinate.

• Persuading. Persuade the subordinate that a given course of action is best, but leave the final decision to the subordinate.

• Advising. This is the strongest form of influence not involving command.

Techniques to use during the directive approach to counseling include: 

• Corrective training. Teach and assist the subordinate in attaining and maintaining the required standard. A subordinate completes corrective training once consistently meeting standards. 

• Commanding. Order the subordinate to take a given course of action in clear, precise words. The subordinate will face consequences for failing to execute.

Diving deep in the doctrinal details:

STAGE 2: PREPARE FOR COUNSELING

2-27. Successful counseling requires preparation in the following areas: l Select a suitable place. l Schedule the time. l Notify the subordinate well in advance. l Outline the components of the counseling session. l Organize information and draft a plan of action. l Plan the counseling strategy. l Establish the right atmosphere.

Select a Suitable Place

2-28. Conduct the counseling session in an environment that minimizes interruptions and is free from distracting sights and sounds. The location should allow for privacy as the counseling session may cover personal issues not intended for public knowledge. In addition, the selected location needs to provide the right atmosphere appropriate for the counseling session.

Schedule the Time

2-29. When possible, leaders should formally counsel a subordinate during the duty day. Counseling after duty hours may be rushed or perceived as unfavorable. Select a time free from competition with other activities. Leaders should consider that important events occurring after the session could distract a subordinate from concentrating on the counseling session. The scheduled time for counseling should also be appropriate for the complexity of the issue at hand. Generally, counseling sessions should last less than an hour.

Notify the Subordinate Well in Advance

2-30. Counseling is a subordinate-centered, two-person effort for which the subordinate must have adequate time to prepare. The person being counseled should know why, where, and when the counseling takes place. Counseling tied to a specific event should happen as closely to the event occurrence as possible. For performance or professional development counseling, subordinates may need a week or more to prepare or review specific documents and resources, including evaluation support forms or counseling records.

Outline the Components of the Counseling Session

2-31. Using the available information, leaders determine the focus and specific topics for the counseling session. Leaders should identify what prompted the counseling requirement, aims our outcomes, and their role as counselor. In addition, leaders should identify possible comments and questions to keep the counseling session subordinate-centered and guide the subordinate through the session’s stages. As subordinates may be unpredictable during counseling, a written outline can help keep the session on track and enhances the chances for success (see figure 2-1 on page 2-6).

Organize Information and Draft a Plan of Action

2-32. The counselor should review all pertinent information, including the purpose of the counseling, facts, and observations about the person to be counseled, identification of possible issues, and main points of discussion with possible questions to pose to the subordinate. In addition, as part of organizing information, the counselor should assess the situation and consider the subordinate’s performance and any prior issues. The counselor can outline a possible plan of action with clear obtainable goals as a basis for the final plan development between counselor and the Soldier or Army Civilian.

Plan the Counseling Strategy

2-33. Leaders plan each counseling session, tailoring the counseling session to the individual and situation. Part of the planning process includes identifying the counseling approach, assessing the individual’s situation and reputation, and identifying any anticipated resistance.

2-34. An effective leader approaches each subordinate as an individual. Different people and different situations require different counseling approaches—counseling is not a one-size-fits-all endeavor. Army leaders may employ three major approaches to counseling: nondirective, directive, or combined.

2-35. The Army leader can select from several techniques when counseling subordinates. These techniques may cause subordinates to change behavior and improve their performance. Counseling techniques leaders may explore during the nondirective or combined approaches include:

• Suggesting alternatives. Discuss alternative actions the subordinate may take. Leader and subordinate together decide which course of action is most appropriate.

• Recommending. Recommend one course of action but leave the decision to accept it to the subordinate.

• Persuading. Persuade the subordinate that a given course of action is best, but leave the final decision to the subordinate. Successful persuasion depends on the leader’s credibility, the subordinate’s willingness to listen, and mutual trust. 

• Advising. Advise the subordinate that a given course of action is best. This is the strongest form of influence not involving command.

2-36. Techniques to use during the directive approach to counseling include: 

• Corrective training. Teach and assist the subordinate in attaining and maintaining the required standard. A subordinate completes corrective training once consistently meeting standards. 

• Commanding. Order the subordinate to take a given course of action in clear, precise words. The subordinate will face consequences for failing to execute.

2-37. While these approaches differ in specific techniques, the major difference between the approaches is the degree to which the subordinate participates and interacts during a counseling session. Table 2-1 identifies the advantages and disadvantages of each approach

Prepare to be excellent at counseling: Take A Doctrine Deep Dive with a read of ATP 6-22.1