COUNSELING: Stage 3 (The Big One!)- Conduct The Counseling

So, you’ve realized you need to counsel a Soldier. You’ve prepared a place, a time and a strategy and all the rest that goes into preparing. Now, it’s the big part: Conducting the counseling. ATP 6-22.1 has some good pointers and ideas, and things to avoid.

It’s worth noting up-front that the new DA Form 4856 (Developmental Counseling) is not reflected in this doctrine. As you will see below, the new 4856 is closely shaped to the existing doctrine.

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 3: CONDUCT THE COUNSELING SESSION

Address the four basic components of a counseling session:

• Open the session.

• Discuss the issues.

• Develop a plan of action.

• Record and close the session.

Open the Session

• Make the purpose clear.

• Establishes a subordinate-centered setting as appropriate.

• Invite the subordinate to speak and acknowledge the purpose.

.

Discuss the Issues

• Develop a mutual and clear understanding of the counseling issues.

• Use active listening and invite the subordinate to do most of the talking

• Respond and ask questions without dominating the conversation

• Adjust understanding of the situation based on the subordinate’s input.

• When the issue is substandard performance, clear what did not meet the standard.

• Clearly establish what the subordinate must do to meet the standard.

• It is very important that the leader frames performance issue at hand as substandard performance and prevents the subordinate from labeling the issue as unreasonable.

Develop a Plan of Action

• Limit one or two realistic goals tied to work or life events with milestones that allow for monitoring progress.

• Must be appropriate and specific, showing the subordinate how to modify or maintain specific behaviors.

Record and Close the Session

A leader always benefits from documenting the main points of a counseling session, even informal ones.

• Documentation serves as a ready reference for the agreed-upon plan of action and helps the leader.

• DA Form 4856 is designed to help Army leaders conduct and record counseling sessions. The improved version (new this year) is even better!

• Documentation of substandard actions often conveys a strong message

Army regulations require specific written records of counseling for certain personnel actions:

• Barring a Soldier from reenlisting,

• Processing an administrative separation

• Placing a Soldier in the overweight program.

Notably, the ATP 6-22.1 has not (yet) been updated to reflect the new DA4856. However, the new 4856 is dynamic – it changes based on the category of counseling you select and even within the category. An event counseling for substandard performance and one for a crisis get entirely different forms. So, the new form matches the doctrine closer than the old one. See the posted images.

Close The Session

Ask the counseled subordinate to summarize key points and expectations based on the pr

oposed plan of action.

Establish any necessary follow-up measures

Schedule future meetings

Diving deep in the doctrinal details:

STAGE 3: CONDUCT THE COUNSELING SESSION

2-40. Army leaders use a balanced mix of formal and informal counseling and learn to take advantage of daily events to provide Soldiers and Army Civilians with feedback. Figure 2-2 on page 2-9 portrays an example of a formal counseling session. Even during informal counseling, leaders should address the four basic components of a counseling session:

• Open the session.

• Discuss the issues.

• Develop a plan of action.

• Record and close the session.

Open the Session

2-41. In opening, the leader makes the purpose clear and establishes a subordinate-centered setting as appropriate for the situation. The counselor establishes an atmosphere of shared purpose by inviting the subordinate to speak and acknowledge the purpose. An appropriate purpose statement might be “SFC Taylor, the purpose of this counseling is to discuss your duty performance over the past month and to create a plan to enhance performance and attain performance goals.” If applicable, start the counseling session by reviewing the status of the current plan of action.

Discuss the Issues

2-42. The leader and counseled individual should attempt to develo p a mutual and clear understanding of the counseling issues. Use active listening and invite the subordinate to do most of the talking—encourage the subordinate to participate fully in the session. Leaders respond and ask questions without dominating the conversation but help the subordinate better understand the subject of the counseling session, such as duty performance, a situation and its effects, or potential areas for growth. Leaders must be open to adjusting their understanding of the situation based on the subordinate’s input.

2-43. To reduce the perception of bias or early judgment, both leader and subordinate should provide examples or cite specific observations. When the issue is substandard performance, the leader must be clear what did not meet the standard. During the discussion, the leader must clearly establish what the subordinate must do to meet the standard. It is very important that the leader frames the issue at hand as substandard performance and prevents the subordinate from labeling the issue as unreasonable. An exception would occur if the leader considers the current standard as negotiable or is willing to alter the conditions under which the subordinate can meet the standard.

Develop a Plan of Action

2-44. A plan of action identifies a method and pathway for achieving a desired result, limited to one or two realistic goals tied to work or life events with milestones that allow for monitoring progress. Before developing the plan of action, the leader must assess whether the counseled subordinate und

erstands the purpose and any related issues. The plan of action must be appropriate and specific, showing the subordinate how to modify or maintain specific behaviors to reach goals set during the counseling session. For example: “PFC Miller, next week you’ll attend the map reading class with 1

st Platoon. After class, SGT Dixon will coach you through the land navigation course and help you develop your compass skills. After observing you going through the course with SGT Dixon, I will meet with you again to determine if you need additional training.”

Record and Close the Session

2-45. Although requirements to record counseling sessions vary, a leader always benefits from documenting the main points of a counseling session, even informal ones. Documentation serves as a ready reference for the agreed-upon plan of action and helps the leader track the subordinate’s accomplishments, personal preferences, or issues. A good record of counseling enables the leader to make proper recommendations for professional development, promotions, and evaluations. DA Form 4856 is designed to help Army leaders conduct and record counseling sessions. Leaders must decide when counseling, additional training, rehabilitation, reassignment, or other developmental options have been exhausted.

2-46. Army regulations require specific written records of counseling for certain personnel actions, such as barring a Soldier from reenlisting, processing an administrative separation or placing a Soldier in the overweight program. When a Soldier faces involuntary separation, the leader must maintain accurate counseling records. Documentation of substandard actions often conveys a strong message to subordinates that a further slip in performance or discipline could require more severe action or punishment.

2-47. Leaders should close the session by asking the counseled subordinate to summarize key points and expectations based on the proposed plan of action. Leaders should establish any necessary follow-up measures with the subordinate to support the successful implementation of the plan of action. Follow-up measures may include providing the subordinate with specific resources and time, periodic assessments of the plan and additional referrals. If possible, schedule future meetings before dismissing the subordinate.

Conduct excellent counseling: Take A Doctrine Deep Dive with a read of ATP 6-22.1