CPT Private RallyPoint Member 4078 <div class="images-v2-count-0"></div><p>I have seen  NCOER's where it says there were 4 "later, later,later" counseling's that went on during the rating period but the soldier being rated got a "S" on every dimension. From my point of view, if there were actually professional development counselings going on, how come the soldier is only meeting the standard? Should we, as leaders and rater, give them guidance on what they need to do to exceed the standard during those counselings?</p> 2013-11-06T18:47:07-05:00 CPT Private RallyPoint Member 4078

<div class="images-v2-count-0"></div><p>I have seen  NCOER's where it says there were 4 "later, later,later" counseling's that went on during the rating period but the soldier being rated got a "S" on every dimension. From my point of view, if there were actually professional development counselings going on, how come the soldier is only meeting the standard? Should we, as leaders and rater, give them guidance on what they need to do to exceed the standard during those counselings?</p>

2013-11-06T18:47:07-05:00 2013-11-06T18:47:07-05:00 CPT Aaron Kletzing 4080

<div class="images-v2-count-0"></div>Yes, leaders should be held accountable for substandard/non-existent developmental counselings and follow-on actions.  I actually counseled my Platoon Sergeant every 2 months -- he was an incredible NCO and mentor, and it was very beneficial for us to have these sessions because I'd end up learning a lot from him -- plus, all of the counseling statements I wrote resulted in a great packet for him when I gave him an awesome NCOER, which he earned.

2013-11-06T18:51:39-05:00 2013-11-06T18:51:39-05:00 SPC Private RallyPoint Member 4326

<div class="images-v2-count-0"></div>A leader who doesn't correct subordinates when they need correcting has no business calling him/herself a leader.

2013-11-07T12:35:24-05:00 2013-11-07T12:35:24-05:00 MAJ Private RallyPoint Member 4333

<div class="images-v2-count-0"></div>Counseling has definitely fallen by the wayside during the GWOT.  "Payday activities" (remember them?) were a day to catch up on counseling soldiers. <div><br></div><div>In my opinion, soldiers should be given an initial counseling when they get to the unit, routine (quarterly?) counseling identifying key performance objectives, and of course, event-oriented counseling.</div><div><br></div><div>During routine counseling, leaders definitely need to help the soldier identify their key career goals, and formulate a plan to help achieve those goals.  Again, this was one of the first things to fall by the wayside during high personnel turnover during the GWOT.  I hope it's one of the first things to come back.</div>

2013-11-07T13:08:49-05:00 2013-11-07T13:08:49-05:00 SSG Jim Handy 4351

<div class="images-v2-count-0"></div>When I was an NCO in the 70's&amp; 80's the term counseling statement was a "negative" term. They were used as threats of punishment and usually only given out when someone did something wrong. I looked at it totally different. I considered a counseling statement something that could be used for both positive or negative situations and I believed every soldier should receive them on a regular basis. I was in the minority of NCO's who shared in this idea and practiced it. When I was a Platoon Sergeant I counseled every member of my platoon every 90 days and DEMAMDED that each section leader counsel every member of his section every 30 days.  My soldiers appreciated these sessions because they knew where they stood with the leaders in the platoon and what was expected of them in the future. Most of these sessions were very positive and if it was done right the soldier would feel much better about himself after the session was over and that gave him a lot more confidence. I was a Platoon Sergeant in 3 different units and only had one soldier get an Article 15 that worked for me. I believed that most situations that involved punishment could be handled within the platoon without involving the commander. There was one other soldier in one of my platoons who the commander was going to give an Article 15. When the soldier and myself went to the commanders office, I gave him the counseling statement file on the soldier and the commander was shocked. After reading the file the commander looked and me and said "SSG Handy, take your soldier and go back to work. You handle this situation". The next week the commander had a meeting with the 1st Sergeant and Platoon Sergeants and explained the guidelines for "HIS" new soldier counseling policy, which was the exact policy I was already using. Yes I believe leaders should be held accountable. They are doing their soldiers a disservice if they don't counsel them, and THEY ARE NOT DOING THEIR JOB!

2013-11-07T14:08:19-05:00 2013-11-07T14:08:19-05:00 SMSgt Private RallyPoint Member 4363

<div class="images-v2-count-0"></div><br /><br /><p style="margin:0in 0in 10pt;" class="MsoNormal">Completely depends on the situation.  I have refused to counsel troops under me; specifically<br />when they are performing as I directed and in a manner in which I did not<br />disapprove.  I advised that I would<br />accept written orders to counsel and have no issues with writing my position<br />into the paperwork.  It would also have<br />been acceptable to counsel me if such was chosen and I would likewise write my<br />position into that paperwork.  The<br />situations were resolved very effectively.<p></p></p><br /><br />

2013-11-07T14:32:25-05:00 2013-11-07T14:32:25-05:00 Cpl Ray Fernandez 4476

<div class="images-v2-count-0"></div>Couneslings are important, I had a SNCO that made sure at least once a month we received feedback on how we were doing. If a person is messing up and nobody intervenes to try to correct them is it solely the person's fault if no one addresses their performance issues and allows them to slide? A leader should do what they can to get their subordinates to perform to the best level by engaging in counseling. Also when it comes time to formally evaluate someone it's much easier to make the case for or against someone if you have a documented history of their performance. I left active duty almost 12 years ago, and I still have my training record with my monthly counselings from my SNCOs and officers.<br>

2013-11-07T22:08:23-05:00 2013-11-07T22:08:23-05:00 SFC Private RallyPoint Member 4479

<div class="images-v2-count-0"></div>Yes, leaders should be held accountable.  As lower enlisted soldiers we are always told we have to take responsibility of our own actions only to learn as we climb the ladder to become leaders that our leaders are not taken the responsibilities as a leader and leading us correctly.  So some follow in the footsteps of their leaders thinking it is ok when it is not and then it becomes a cycle. 

2013-11-07T22:16:14-05:00 2013-11-07T22:16:14-05:00 LTC Private RallyPoint Member 4554

<div class="images-v2-count-0"></div>Counseling isn't optional; it is mandated by Army regulation. Soldiers, deserve to know what they do well and what they need to improve. That's how people and organizations get better.<div><br></div><div>The more thought is put into initial counseling by outlining expectations, norms, and standards, the easier "maintenance" counseling by monthly, quarterly, and corrective counseling is.</div>

2013-11-08T07:45:43-05:00 2013-11-08T07:45:43-05:00 1SG Keith Russell 5588

<div class="images-v2-count-0"></div>One of the most effective ways to know that your subordinates will accomplish what is important and in the best interest of their professional development and the success of the organization is to provide feedback.  This feedback, whether on paper or verbal is a requirement of effective leadership.  Leaders must provide purpose and motivation to all subordinates.  Members of your team want this feedback.  If you/your subordinates have negative feelings about "counseling"  you are doing it wrong.  Think BIG!

2013-11-11T22:40:31-05:00 2013-11-11T22:40:31-05:00 2013-11-06T18:47:07-05:00