Conducting the Counseling

CONDUCT THE COUNSELING SESSION

Army Leadership

Caring Army leaders use a balanced mix of formal and informal counseling and learn to take
advantage of everyday events to provide subordinates with feedback. Counseling opportunities often
appear when leaders encounter subordinates in their daily activities in the field, motor pool, barracks, and
wherever else Soldiers and civilians perform their duties. Even during ad-hoc counseling, leaders should
address the four basic components of a counseling session:

• Opening the session.
• Discussing the issues.
• Developing a plan of action.
• Recording and closing the session.
• Open the Session

In the session opening, the leader counselor states the purpose and establishes a subordinate-centered
setting. The counselor establishes an atmosphere of shared purpose by inviting the subordinate to speak.
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
Leader and counseled individual should attempt to 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 but help the subordinate better understand the subject of
the counseling session: duty performance, a problem situation and its impact, or potential areas for growth.

Counseling
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
why the performance did not meet the standard. During the discussion, the leader must clearly establish
what the subordinate must do to meet the standard in the future. It is very important that the leader frames
the issue at hand as substandard performance and prevents the subordinate from labeling the issue as an
unreasonable standard. An exception would be when 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
A plan of action identifies a method and pathway for achieving a desired result. It specifies what the
subordinate must do to reach agreed-upon goals set during the counseling session. The plan of action must
be specific, showing the subordinate how to modify or maintain his or her behavior. Example: “PFC
Miller, next week you’ll attend the map reading class with 1st Platoon. After the class, SGT Dixon will
personally coach you through the land navigation course. He will help you develop your skills with the
compass. After observing you going through the course with SGT Dixon, I will meet with you again to
determine if you still need additional training.”

Record and Close the Session
Although requirements to record counseling sessions vary, a leader always benefits from
documenting the main points of a counseling session, even the informal ones. Documentation serves as a
ready reference for the agreed-upon plan of action and helps the leader track the subordinate’s
accomplishments, improvements, personal preferences, or problems. A good record of counseling enables
the leader to make proper recommendations for professional development, schools, promotions, and
evaluation reports.

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.

When closing the counseling session, summarize the key points and ask if the subordinate
understands and agrees with the proposed plan of action. With the subordinate present, establish any
follow-up measures necessary 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.

The Straight-Arm Pull

Spotting the Straight-Arm Pull, Pull-Up, and Alternating Grip Pull-Up

9-42. The front spotter assumes a staggered stance with the palms toward the exerciser at approximately chest level. The front spotter’s primary role is to support the exerciser if their grip fails. The rear spotter assumes a staggered stance and holds the Soldiers feet on their thighs or abdomen. The hands are placed above the ankles to hold them securely. The role of the rear spotter is to provide a stable base for the exerciser to push against with his legs. When spotting is performed correctly, the rear spotter will neither have to lift nor go up and down with the exerciser. The rear spotter must anticipate the last repetition and release the Soldier when the “down” command is given before the “dismount” command. Soldiers are required to use the foot pegs when mounting and dismounting the bar. This is done to ensure safety and to reduce injuries. Jumping from the mounted position causes compression to the spine and other joints of the body, possibly resulting in injury.

EXERCUSE 1: STRAIGHT-ARM PULL
Purpose: This exercise develops the ability to initiate the pull-up motion and maintain a contraction in the extended hang position (Figure 9-24).

Starting Position: Extended hang using the overhand grip.
Cadence: MODERATE

Count:
1. Keeping the arms straight, pull the body upward using the shoulders and upper back muscles only.

2. Return to the starting position.

DEVELOPING AND EXECUTING PLANS

DEVELOPING AND EXECUTING PLANS
A plan is a proposal for executing a command decision or project. Planning is the means by which the leader or commander envisions a desired outcome and lays out effective ways of achieving it. In the plan, the leader communicates his vision, intent and decisions and focuses his subordinates on the results he expects to achieve.--
FM 3-0

In daily peacetime or combat training and operations, a leader’s primary responsibility is to help the organization function effectively. The unit must accomplish the mission despite any surrounding chaos. This all begins with a well thought out plan and thorough preparation.

PLANNING
Leaders use planning to ensure that an approach for reaching goals will be practical. Planning reduces confusion, builds subordinates’ confidence in themselves and their organization, and allows flexibility to adjust to changing situations. Good planning boosts shared understanding and ensures that a mission is accomplished with a minimum of wasted effort and fewer casualties in combat. FM 6-0
discusses the different types of plans in more detail.