Marketshare simulation

B-1. Counseling is the process used by leaders to review with a subordinate the subordinate’s demonstrated performance and potential (Part Three, Chapter 8).

B-2. Counseling is one of the most important leadership development responsibilities for Army leaders. The Army’s future and the legacy of today’s Army leaders rests on the shoulders of those they help prepare for greater responsibility.

TYPES OF DEVELOPMENTAL COUNSELING B-3. Developmental counseling is categorized by the purpose of the session. The three major categories of developmental counseling are—

Event counseling. Performance counseling. Professional growth counseling.

EVENT COUNSELING B-4. Event-oriented counseling involves a specific event or situation. It may precede events such as appearing before a promotion board or attending training. It can also follow events such as noteworthy duty performance, a problem with performance or mission accomplishment, or a personal issue. Examples of event-oriented counseling include—

Instances of superior or substandard performance. Reception and integration counseling. Crisis counseling. Referral counseling. Promotion counseling. Separation counseling.

Counseling for Specific Instances B-5. Sometimes 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. The key is to strike a balance between the two. To maintain an appropriate balance, leaders keep track of counseling for exceptional versus substandard performance.

B-6. Although good leaders attempt to balance their counseling emphasis, leaders should always counsel subordinates who do not meet the standard. If the Soldier or civilian’s 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.

B-7. When counseling a subordinate for a specific performance, take the following actions: Explain the purpose of the counseling—what was expected, and how the subordinate failed to

meet the standard. Address the specific unacceptable behavior or action—do not attack the person’s character. Explain the effect of the behavior, action, or performance on the rest of the organization.

Appendix B

B-2 FM 6-22 12 October 2006

Actively listen to the subordinate’s response. Remain neutral. Teach the subordinate how to meet the standard. Be prepared to do some personal counseling, since a failure to meet the standard may be related

to or be the result of an unresolved personal problem. Explain to the subordinate how 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.

Reception and Integration Counseling B-8. Caring and empathic Army leaders should counsel all new team members when they join the organization. Reception and integration counseling serves two important purposes:

It identifies and helps alleviate any problems or concerns that new members may have, including any issues resulting from the new duty assignment.

It familiarizes new team members with the organizational standards and how they fit into the team. It clarifies roles and assignments and sends the message that the chain of command cares.

B-9. Reception and integration counseling should among others include the following discussion points: Chain of command familiarization. Organizational standards. Security and safety issues. Noncommissioned officer (NCO) support channel (who is in it and how it is used). On- and off-duty conduct. Personnel/personal affairs/initial and special clothing issue. Organizational history, structure, and mission. Soldier programs within the organization, such as Soldier of the Month/Quarter/Year, and