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I was just promoted to E-5 in June. I am a reservist and just recieved my first team this drill. Long story short i have some counselings to write for a couple of the members of my team and i am having trouble since i have not written counselings before. Does anyone have any good resources to help me get the idea of writing couselings? I dont want to put too much information about the situations on here but the result is 2 corrective action couselings.
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Counseling
Counseling
Posted >1 y ago
Responses: 24
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I would begin by consulting the ATP 6-22.1 The Counseling Process (July 2014). I would also urge you to seek out mentorship from your senior NCOs. If they are good at their job, they will have a "leadership toolbox" that can provide you quality examples of any type of counseling you may need.
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SGT (Join to see)
I have been in touch with them. Unfortunately being reserve, we dont get a lot face time. Im lucky to have a good squad leader who is helpful but im still having a little trouble which is why im reaching out here
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1SG (Join to see)
SGT Google has many examples you can use to tailor for your own. Often units have commonly used event counseling forms on some type of Shared Drive. Check there, if you have access.
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Short, sweet, and too the point. What happened, and what needs to be corrected. Don't hand them to the Soldier and have them read and sign. Explain it, talk, don't read it to them. Make this a two way communication event. Counseling also means listening a lot more than you talk.
Don't only use counseling for bad things; counseling is for many events... most are good.
This might help too.
https://www.rallypoint.com/answers/do-army-leaders-military-leaders-really-understand-counseling-and-leader-development--2
Don't only use counseling for bad things; counseling is for many events... most are good.
This might help too.
https://www.rallypoint.com/answers/do-army-leaders-military-leaders-really-understand-counseling-and-leader-development--2
Do Army Leaders (Military Leaders) really understand counseling and leader development? |...
I am interested in your thoughts on how you think we are we are doing, as an Army, (Navy, Air Force, Marines) with performance and professional growth counseling, and hence leader development. The latest Army definition of Leadership added "improve the organization," which I interpret to mean improving both the unit and the individuals serving there. The latter requires a concerted counseling and leader development focus. This is the latest:...
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SGT Stann, I would personally hand jam them with your soldiers. Come prepared with a plan, but after you and your soldier have come up with a course of action, write out what your expectations are. Personally, it makes me feel like my leaders know me, my current situation, and care enough to take time with my counseling. I know they arent just cookie cutting the whole squad.
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SGT, think of counselngs as a conversation. Plan what it is you want to discuss with your troops, set a time that's convenient for you and your troops, and follow through with any requirements or plans that you set forth in the counseling. The form is less important and should capture the essence of the discussion and only has to be verbatim when tracking or correcting a deficiency. Utilize your FMs learn the styles of counseling and when to apply them. Most of all I have learned the more you treat your subordinates like adults the more adult their response to counseling will be. Counselings outline positive performance as well as correct deficiency, don't forget to outline the good as well as the bad.
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SFC (Join to see)
The same rules apply...plan...document and follow through. The difficulty in correcting a deficiency is becoming the bad guy, nobody wants to be the bad guy, but as leaders we set the example, take the hard right and show courage when we doubt ourselves the most.
My advise to you is attack the problem and not the Soldier. Try to minimize the use of you did this you did that and focus on the behavior and how it negatively affects the mission. Look for examples of the deficiency and outline how it negatively impacts the team/unit/mission, then formulate a corrective action that reinforces a positive action and provides a learning or even teaching experience for them. example: a Soldier that is always late can be required to arrive early and as a positive reinforcement can be given the responsibility to take accountability for his/her fellow Soldiers/Teammates, or Lead PT sessions (something that builds responsibility and empowers them to be in charge of something (a purpose)). As an NCO, especially as a Sergeant, you are the person with the most direct influence on your subordinates, take every opportunity to mentor them and show them what right looks like and counsel them regularly (positive and corrective)
My advise to you is attack the problem and not the Soldier. Try to minimize the use of you did this you did that and focus on the behavior and how it negatively affects the mission. Look for examples of the deficiency and outline how it negatively impacts the team/unit/mission, then formulate a corrective action that reinforces a positive action and provides a learning or even teaching experience for them. example: a Soldier that is always late can be required to arrive early and as a positive reinforcement can be given the responsibility to take accountability for his/her fellow Soldiers/Teammates, or Lead PT sessions (something that builds responsibility and empowers them to be in charge of something (a purpose)). As an NCO, especially as a Sergeant, you are the person with the most direct influence on your subordinates, take every opportunity to mentor them and show them what right looks like and counsel them regularly (positive and corrective)
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Short sweet and to the point. What happened. Why it's wrong. What to do to make sure it doesn't happen again. One thing I did with my soldiers and still do when receiving a new soldier is give them an initial counseling. It outlines what they should expect from the unit and myself and what the unit and I expect from them. Do's and don'ts so to speak. I usually won't "negative counsel" a soldier if I can pull them to the side and talk to them about the issue. This sometimes fixes the issue without needing paper. Sometimes the paper is necessary. Pick and choose those battles but be consistent. Much like raising kids if you're fair and consistent and take care of them you'll get the respect of them. It goes a long way when it comes to having soldiers that actually do the right thing even when no one is around. Remember you were once a Jr enlisted soldier. Also never refer to them as lower enlisted. That tells them you're better than them. They're Jr to you. Not below.
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With all the good advice already give, I will add only one thing: Remember counseling is not only for corrective behavior, letting one know what you expect out of them, letting them know their job, it is also for doing things good!
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resrerves 25 years i feal your pain, no time to get things done,on a week end drill, couselling statements, ncoers,and training, but remember this even as a reservist its still 24, 7, modern tech has computers, cell phones use them if you need to, because in the end time is not an excuss, especially when dealing with poor proformance the military is drawing down, they want the best, slackers must go
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Like the COL. said below, keep it short, sweet and to the point. And by all means don't just write some things down and read it to them. Make it a 2 way conversation. As a new leader you are trying to get to know your team, what they are about, etc. Ensure you read ATP 6-22.1, there's a lot of good points and examples in there. Another good way to learn about counseling would be to ask one of your FLL's if you could try practice counseling on them. If they are worth anything they will make time for you. I want to remind you of 1 thing though, don't use being in the Reserves as an excuse. I retired from the Guard after 33 yrs. Part of being a good leader is finding the time to get things done. Good Luck SGT.
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