DEVELOPMENTAL COUNSELING DOCTRINE TRAINING PROGRAM

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DEVELOPMENTAL COUNSELING DEVELOPMENTAL COUNSELING DOCTRINE TRAINING PROGRAMDOCTRINE TRAINING PROGRAM

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AgendaAgenda

Intro./Leader Responsibilities/Leader as Counselor

Counseling Skills/Techniques/Limitations/Approaches

Counseling types/counseling process

Counseling regulatory requirements

The counseling form and NCOER counseling checklist

Appendix B – Leadership assessment

Homework – Leadership assessment/counseling test/ Study Background Information

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HOUR 2 - Introduction to Developmental CounselingHOUR 2 - Introduction to Developmental Counseling

Leader Responsibilities/The Leader as a Counselor

SGM Lester

Leader Responsibilities/The Leader as a Counselor

SGM Lester

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Introduction to Developmental Counseling

Introduction to Developmental Counseling

Developing subordinate leaders is one of the most important responsibilities of every leader

Subordinates are not merely passive listeners; they are actively involved in the process

Shared effort to develop a plan of action

Leader supports the plan’s implementation; subordinate commits to improvement

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New Doctrine

Appendix “C” FM 22-100

New Doctrine

Appendix “C” FM 22-100

The Leader’s Responsibilities The Leader as a Counselor

Leader Counseling Skills The Leader’s Limitations Types of Developmental Counseling Approaches to Counseling Counseling Techniques The Counseling Process The Developmental Counseling Form

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Leader ResponsibilitiesLeader Responsibilities

Leaders coach subordinates the same way sports coaches improve their teams

Identifying weaknesses Setting goals Developing and implementing a plan of action Providing oversight and motivation throughout the process

To be effective coaches leaders must understand the strengths, weaknesses and goals of subordinates

Effective leaders who counsel properly can change the perception that counseling is a negative action

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Characteristics of Effective CounselingCharacteristics of

Effective Counseling Purpose: Clearly define the purpose of counseling

Flexibility: Fit the style to the character of the subordinate and to the relationship desired

Respect: View subordinates as unique individuals, each with a distinct set of values, beliefs, attitudes

Communication: Establish open, two-way commo; effective counselors listen more than speak

Support: Encourage subordinates with actions while guiding them through problem solving

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The Leader as a Counselor (Qualities)

The Leader as a Counselor (Qualities)

Respect for subordinates Allow the subordinate to take responsibility for actions

Self Awareness and cultural awareness Know yourself Know your subordinate

Empathy Put yourself in the subordinate’s shoes

Credibility If you lack credibility, you can’t influence subordinates

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HOUR 3 - Leader Counseling Skills

HOUR 3 - Leader Counseling Skills

Counseling Techniques/Leader’s Limitations/Counseling Approaches

SGM Lester

Counseling Techniques/Leader’s Limitations/Counseling Approaches

SGM Lester

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Leader Counseling Skills-Active Listening

Leader Counseling Skills-Active Listening

Eye contact

Body posture

Head nods

Facial expressions

Verbal expressions

Silence

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Nonverbal Indicators of a Subordinate’s AttitudeNonverbal Indicators of a Subordinate’s Attitude

Boredom

Self-confidence

Defensiveness

Frustration

Interest, friendliness, and openness

Openness or anxiety

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Leader Counseling Skills-Responding

Leader Counseling Skills-Responding

Respond verbally and nonverbally

Summarizing

Interpreting

Clarifying

Maintaining eye contact

Occasional head nods

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Leader Counseling Skills-Questioning

Leader Counseling Skills-Questioning

Use this skill with caution

Avoid interrogating

Too many questions put the subordinate in a passive mode

May cause the subordinate to become defensive

Ask open-ended questions

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Counseling ErrorsCounseling Errors

Talking too much; not truly listening

Giving unnecessary or inappropriate advice

Projecting personal likes, dislikes, biases, prejudices

Improper follow-up or lack of follow-up

Inflexible counseling methods

Loss of emotional control, rash judgements

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Guidelines to Improve Counseling

Guidelines to Improve Counseling

Determine subordinate’s role in the situation and what he’s done to resolve the problem

When asking questions, be sure that you need the info.

Give the subordinate your full attention

Encourage the subordinate to take the initiative

Help the subordinate help himself

More guidelines in FM 22-100, Figure C-2

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Counseling ApproachesCounseling Approaches

Nondirective

Directive

Combined

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Counseling Techniques-Nondirective/Combined

Approaches

Counseling Techniques-Nondirective/Combined

Approaches

Suggesting alternatives

Recommending

Persuading

Advising

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Counseling Techniques-Directive Approach

Counseling Techniques-Directive Approach

Corrective training

Commanding

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The Leader’s LimitationsThe Leader’s Limitations

Army leaders can’t help everyone in every situation

Recognize your limitations

Refer subordinate to a more qualified person or agency

Leaders should respect the right of a subordinate to contact a referral agency on his own

Some referral agencies listed in FM 22-100, Figure C-3

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HOUR 4 - Types of Developmental Counseling

and the Process

HOUR 4 - Types of Developmental Counseling

and the Process

Event Oriented Counseling/Performance and

Professional Growth Counseling/The Counseling Process

SGM Paul

Event Oriented Counseling/Performance and

Professional Growth Counseling/The Counseling Process

SGM Paul

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Types of CounselingTypes of Counseling

Event-Oriented Specific instances of superior or substandard

performance

Reception and integration counseling

Crisis counseling

Referral counseling

Promotion counseling

Separation counseling

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Counseling for Specific Instances (Event Oriented)

Counseling for Specific Instances (Event Oriented)

Conduct it as close to the event as possible

May precede or follow the event

Check yourself--How often do you counsel for superior performance?

Corrective training ends when the subordinate can achieve the standard

See FM 22-100, para. C-31 for actions to take when counseling for a specific performance

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Reception and Integration Counseling (Event Oriented)Reception and Integration

Counseling (Event Oriented)

Should begin immediately upon arrival so new members quickly integrate into the unit

Identify and fix problems or concerns the new member has

Lets the new member know unit standards and how he fits into the team

Sends the message that the chain of command cares

See FM 22-100, Figure C-4, R&I counseling points

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Other Event Oriented Counseling SituationsOther Event Oriented Counseling Situations

Crisis Counseling: Listening is important here; use referral agencies for support

Referral Counseling: Preventive counseling before the situation becomes a bigger problem

Promotion Counseling: Eligible for advancement without waiver, but not recommended

Adverse Separation Counseling: Informs on consequences associated with continued substandard

performance

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Types of Counseling (Continued)

Types of Counseling (Continued)

Performance/Professional Growth:

What does this counseling session address?

Short Term: < 1 year (Performance/Personal Goals)

Long Term: 2-5 years (Professional Growth)

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Performance CounselingPerformance Counseling

Periodic review of duty performance

Jointly establish performance objectives and standards for the next period

Focus on the future and the subordinate’s strengths, weaknesses and potential

NCOER and OER counseling requirement

Establish attainable goals and teach subordinates how to achieve them

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Professional Growth Counseling

Professional Growth Counseling

Planning to accomplish individual and professional goals

Assists subordinates in achieving organizational and individual goals

Review and identify strengths and weaknesses and create a plan of action

Discuss and develop a “pathway to success”

Specific COAs must be tailored to each individual

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Types of Counseling (Conclusion)

Types of Counseling (Conclusion)

These types are not separate, distinct, or exhaustive

Different types may be combined into one counseling session

Consult with appropriate regulations for counseling requirements--more on that later

Regardless of the topic, leaders should follow the same process to prepare for and conduct the session

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The Counseling ProcessThe Counseling Process

Identify the need for counseling: Event-oriented or performance/professional growth counseling

Prepare for counseling: Select a suitable place, schedule the time, notify the subordinate well in

advance, organize information, outline the counseling session components, plan your counseling strategy, and establish the right atmosphere.

Conduct counseling: Open the session, discussing the issues, developing the plan of action, and

recording and closing the session.

Follow up: Providing the teaching, coaching, and mentoring needed.

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Stages of the Counseling Process

Stages of the Counseling Process

Identify the need for counseling:Event-oriented or performance/professional growth

counseling Prepare for counseling:

Select a suitable place Schedule the time Notify the subordinate well in advance Organize information Outline the counseling session componentsPlan your counseling strategy Establish the right atmosphere

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Stages of the Counseling Process (Continued)

Stages of the Counseling Process (Continued)

Conduct counseling:Open the session

Discussing the issues

Developing the plan of action

Recording and closing the session

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Stages of the Counseling Process (Conclusion)

Stages of the Counseling Process (Conclusion)

Follow up:Leader Responsibilities

Providing the teaching, coaching, and

mentoring needed

Assess the Plan of Action

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Desired End state of a Counseling Session

Desired End state of a Counseling Session

Develop a subordinate-centered Plan of Action

Tie expectations to performance objectives

Tie expectations to appropriate standards

Achieves unit and individual goals

Develops a “Pathway to Success”

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HOUR 5 - Counseling Requirements

HOUR 5 - Counseling Requirements

AR 600-20/AR 635-200/AR 600-8-19/AR 623-205/AR 600-9

SGM Lester

AR 600-20/AR 635-200/AR 600-8-19/AR 623-205/AR 600-9

SGM Lester

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AR 600-20 (Command Policy) Counseling Requirements

AR 600-20 (Command Policy) Counseling Requirements

AR 600-20, Paragraph 2-3, dated 13 May 2002

Commanders will ensure that all members of their command receive timely performance counseling

Unit commanders will determine the timing and specific methods used to provide guidance and direction through counseling

All commanders will ensure that their subordinate commanders implement and maintain an effective performance counseling program

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AR 635-200 (Enlisted Personnel)

Counseling Requirements

AR 635-200 (Enlisted Personnel)

Counseling Requirements AR 635-200, Chapter 1, paragraph 1-16, and Chapters 4, 8, and 13, dated 1 November 2000

Commanders will ensure that adequate counseling and rehabilitative measures are taken before initiating separation proceedings

At least one formal counseling session is required before separation proceedings may be initiated

Counseling will be comprehensive and waiver of the counseling requirement is not authorized

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AR 600-8-19 (Enlisted Promotions)

Counseling Requirements

AR 600-8-19 (Enlisted Promotions)

Counseling Requirements AR 600-8-19, Paragraph 1-26, dated 13 September 2002

Appropriate commander or his designee (such as the first senior NCO in the chain of command) will counsel soldiers who are eligible for promotion to PV2 through SSG without a waiver (fully qualified) but not recommended in writing

Counseling will: Take place when SM attains initial eligibility, and Periodically (at least every three months) and Include why the SM was not recommended and what can be done

to correct deficiencies or qualities which lack promotion potential

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AR 623-205 (NCOER) Counseling

Requirements

AR 623-205 (NCOER) Counseling

Requirements AR 623-205, Paragraph 2-9, dated 15 May 2002

The raters role is that of evaluation, focusing on performance and performance counseling

The DA Form 2166-8-1 is mandatory for use by the rater when counseling NCOs

Rater will counsel the rated NCO on his or her duty performance and professional development throughout the rating period

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AR 600-9 The Army WeightControl Program

AR 600-9 The Army WeightControl Program

AR 600-9, Paragraph 20a, dated 1 September 1986

Identification and counseling of overweight personnel is required

Paragraph 21b

The weight reduction counseling can be accomplished prior or shortly after entry into a (weight control) program.

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HOUR 6 - Counseling Forms

HOUR 6 - Counseling Forms

DA Form 4856-E/DA Form 2166-8-1/Career Maps/Counseling Website

SGM Patterson

DA Form 4856-E/DA Form 2166-8-1/Career Maps/Counseling Website

SGM Patterson

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DEVELOPMENTAL COUNSELING FORMFor use of this form see FM 22-100.

DATA REQUIRED BY THE PRIVACY ACT OF 1974AUTHORITY: 5 USC 301, Departmental Regulations; 10 USC 3013, Secretary of the Army and E.O. 9397 (SSN)PRINCIPAL PURPOSE: To assist leaders in conducting and recording counseling data pertaining to subordinates.ROUTINE USES: For subordinate leader development IAW FM 22-100. Leaders should use this form as necessary.DISCLOSURE: Disclosure is voluntary.

PART I - ADMINISTRATIVE DATAName (Last, First, MI) Rank / Grade Social Security No. Date of Counseling

Organization Name and Title of Counselor

PART II - BACKGROUND INFORMATIONPurpose of Counseling: (Leader states the reason for the counseling, e.g. Performance/Professional or Event-Oriented counseling and includes the leaders facts and observations prior to the counseling):

PART III - SUMMARY OF COUNSELINGComplete this section during or immediately subsequent to counseling.

Key Points of Discussion:

OTHER INSTRUCTIONSThis form will be destroyed upon: reassignment (other than rehabilitative transfers), separation at ETS, or upon retirement. For separation

requirements and notification of loss of benefits/consequences see local directives and AR 635-200.

DA FORM 4856-E, JUN 99EDITION OF JUN 85 IS OBSOLETE

Lester, James T. SGT 123-45-6789 6 SEP 02

UNIT NAME SFC Paul, Joseph/PSG

This is your Reception and Integration Counseling. You are being assigned as 4th Squad Leader, 1st Platoon. In addition, this is your Initial Counseling along with your NCOER Counseling Checklist to support your NCOER.

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PART III - SUMMARY OF COUNSELINGComplete this section during or immediately subsequent to counseling.

Key Points of Discussion:

OTHER INSTRUCTIONSThis form will be destroyed upon: reassignment (other than rehabilitative transfers), separation at ETS, or upon retirement. For separation

requirements and notification of loss of benefits/consequences see local directives and AR 635-200.

DA FORM 4856-E, JUN 99 EDITION OF JUN 85 IS OBSOLETE

o Discuss duty and responsibility to train, lead, and develop squado Standards- setting and enforcing

o Finances (PCS Entitlements, Leaves) o Housing, Child care Center o Family Readiness Group

o Discuss duty position and review job description:

o Leader’s Book for 4th Squad:

o Personal and Family Issues:

o Personal and Organizational Goals:

o Duty rosters and training schedules

o Deployments and Exercises

o Unit Physical Fitness Program/unit fitness goal/diagnostic APFT o Soldier Key Information

o Equipment Accountability and Maintenance

o Chain of Command/NCO Support Channel: o Rating Chain/NCOER o Alert/Recall Roster and Accountability

o Hand Receipts/Command Maintenance

o Professional Development o Education (Civilian and Military) o Career Enhancing Opportunities (NCO of the Month Board, Audie Murphy Board) o Short and Long Term Goals o Unit Readiness

o Unit METL, Command Policies and SOPs

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Plan of Action: (Outlines actions that the subordinate will do after the counseling session to reach the agreed upongoal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specifictime line for implementation and assessment (Part IV below):

Session Closing: (The leader summarizes the key points of the session and checks if the subordinate understands theplan of action. The subordinate agrees/disagrees and provides remarks if appropriate):

Individual counseled: I agree / disagree with the information above

Individual counseled remarks:

Signature of Individual Counseled: _________________________________________ Date: _____________________

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action):

Signature of Counselor: _________________________________________________ Date:_______________________

PART IV - ASSESSMENT OF THE PLAN OF ACTIONAssessment: (Did the plan of action achieve the desired results? This section is completed by both the leader and theindividual counseled and provides useful information for follow-up counseling):

Counselor: ____________________ Individual Counseled:_________________ Date of Assessment:______________

Note: Both the counselor and the individual counseled should retain a record of the counseling.DA FORM 4856-E (Reverse)

Plan of Action: (Outlines actions that the subordinate will do after the counseling session to reach the agreed upon goal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specific time line for implementation and assessment (Part IV below):

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Plan of Action:

DA FORM 4856-E (Reverse)

(Outlines actions that the subordinate will do after the counseling session to reach the agreed upon

goal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specific

time line for implementation and assessment (Part IV below):

o Provide spouse with Family Readiness Group contact info. and encourage her to attend the next meeting.

o Review Unit METL and Command Policies by Monday, and SOPs by the end of next week.

o Conduct joint inventory of squad equipment within 20 days.

o Review leaders book from previous squad leader within 2 weeks.

o Conduct open discussion with squad members next week.

o Conduct initial counseling on each squad member within 30 days.

o Visit the education center to look into next semester’s schedule.

o In support of long-term goal of promotion to SSG, work on weapons qualification, PT, and civilian/military education.

o Study pertinent Army Regulations and FMs for board appearance.

o Verify squad’s SRP packets within 60 days.

o Tentatively schedule future monthly assessments.

o Prepare to take a diagnostic APFT within 30 days and prepare to conduct PT.

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Session Closing: (The leader summarizes the key points of the session and checks if the subordinate understands the

plan of action. The subordinate agrees/disagrees and provides remarks if appropriate):Individual counseled: I agree / disagree with the information above


Leader Responsibilities : (Leader’s responsibilities in implementing the plan of action):

Signature of Counselor: _________________________________________________ Date: _______________________

PART IV - ASSESSMENT OF THE PLAN OF ACTION

Assessment:

individual counseled and provides useful information for follow-up counseling):

Counselor: ____________________ Individual Counseled:_________________ Date of Assessment: ______________

Note: Both the counselor and the individual counseled should retain a record of the counseling.


Signature of : Individual counseled _________________________________________________ Date:________________Jim T. Lester 6 Sep 02

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Plan of Action: (Outlines actions that the subordinate will do after the counseling session to reach the agreed upongoal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specific








PART IV - ASSESSMENT OF THE PLAN OF ACTIONAssessment: (Did the plan of action achieve the desired results? This section is completed by both the leader and the




Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action):

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plan of action. The subordinate agrees/disagrees and provides remarks if appropriate):Individual counseled: I agree / disagree with the information above




PART IV - ASSESSMENT OF THE PLAN OF ACTION

Assessment:


Counselor: ____________________ Individual Counseled:_________________ Date of Assessment: ______________




Joseph J. Paul 6 Sep 02

Introduce to squad members. Reinforce and explain job description. Provide soldier with a copy of the updated rating scheme and alert roster. Provide a list of reference material to assist soldier in preparation for NCO of the Month, Audie Murphy, and Promotion Board. Afford time to review policies and SOPs. Assist in resolving any problems that may develop. Schedule and administer a diagnostic APFT. I will check back in 30 days to ensure all your soldiers have been counseled. Supervise squad inventory of equipment. Coordinate for class with Supply SGT on accountability and responsibility. Provide with information on next FRG meeting.

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Plan of Action: (Outlines actions that the subordinate will do after the counseling session to reach the agreed upongoal(s). The actions must be specific enough to modify or maintain the subordinate’s behavior and include a specific








PART IV - ASSESSMENT OF THE PLAN OF ACTIONAssessment: (Did the plan of action achieve the desired results? This section is completed by both the leader and the




Assessment: (Did the plan of action achieve the desired results? This section is completed by both the leader and the individual counseled and provides useful information for follow-up counseling):

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plan of action. The subordinate agrees/disagrees and provides remarks if appropriate):

Individual counseled: I agree / disagree with the information above Individual counseled remarks:



PART IV - ASSESSMENT OF THE PLAN OF ACTIONAssessment: individual counseled and provides useful information for follow-up counseling):

Counselor: __________________________________ Individual Counseled:___________________________ Date of Assessment: ______________



Joseph J. Paul 6 Sep 02

On 26 SEP 02, observed SGT Name conducting a squad equipment inventory. He made the necessary correction, signed for and accepted responsibility for the squad equipment. On 02 OCT 02, SGT Name tooka diagnostic APFT and scored 220 with a score of 65 on the run.

Introduce to squad members. Reinforce and explain job description.Provide soldier with a copy of the updated rating scheme and alert Roster. Provide a list of reference material to assist soldier in preparation for NCO of the Month, Audie Murphy, and Promotion Board. Afford time to review policies and SOPs. Assist in resolving any problems that may develop. Schedule and administer a diagnostic APFT. I will check back in 30 days to ensure all your soldiers have been counseled. Supervise squad inventory of equipment. Coordinate For class with Supply SGT on accountability and responsibility. Provide with info. on next FRG meeting.

06 NOV 02 reviewed SGT Name's squad SRP packets and they meet the standards. SGT Name did a super job in conducting section PT during the week of 12-15 NOV 02. 28 NOV 02 SGT Name took an additional diagnostic APFT to assess his individual PT program and increased his score on the run by 20 points.

Joseph J. Paul Jim T. Lester 6 DEC 02

Assessments done on: 03 OCT 02 JTL/JTP , 04 NOV 02 JTL/JTP

04 OCT 02 SGT Name attended the unit Family Support Group meeting with spouse. 07 OCT 02 reviewed SGT Name's squad initial counseling packets. Quality counseling was done.

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NCO COUNSELING CHECKLIST/RECORDFor use of this form, see AR 623-205; the proponent agency is ODCSPER.

NAME OF RATED NCO RANK DUTY POSITION UNIT

HHCLester, James T. SGT 4 th Squad Leader Your UnitPURPOSE: The primary purpose of counseling is to improve performance and to professionally develop the rated NCO. The best counseling is always looking forward. It does not dwell on the past and on what was done, rather on the future and what can be done better.Counseling at the end of the rating period is too late since there is no time to improve before evaluation

RULES:1. Face-to-face performance counseling is mandatory for all Noncommissioned Officers2. This form is for use along with a working copy of the NCO-ER for conducting NCO performance counseling and recording counseling content and dates. Its use is mandatory for counseling all NCOs, CPL through CSM.3. Active Component. Initial counseling must be conducted within the first 30 days of each rating period, and at least quarterly thereafter. Reserve Components.(ARNG, USAR). Counseling must be conducted at least semiannually. There is no mandatory counseling at the end of the rating period.

CHECKIST – FIRST COUNSELING SESSION AT THE BEGINNING OF THE RATING PERIOD

PREPARATION COUNSELING1. Schedule counseling session, notify rated NCO. 1. Make sure the rated NCO knows rating chain.2. Get copy of last duty description used for rated NCO’s duty 2. Show rated NCO the draft duty description on your workingposition, a blank copy of the NCO-ER, and the names of the new copy of the NCO-ER. Explain all parts. If rated NCO performedrating chain. in position before, ask for any ideas to make duty description3. Update duty description (see page 2). better4. Fill out rating chain and duty description on working copy of 3. Discuss the meaning of each value/responsibility in part IV ofNCO-ER, Parts II and III.NCO-ER. Use the trigger words on NCO-ER, and the5. Read each of the values/responsibilities in part IV of NCO-ER and expanded definitions on pages 3 and 4 of this form to help.the expanded definitions and examples on page 3 and 4 of this form 4. Explain how each value/responsibility applies to the specific6. Think how each value and responsibility in Part IV of NCO-ER duty position by showing or telling your standards for success (aapplies to the rated NCO and his/her duty position. meets standards rating). Use examples on pages 3 and 4 of thisNote: Leadership and training may be more difficult to apply than the form as a start point. Be specific so the rated NCO really knowsother values/responsibilities when the rated NCO has no what’s expected.subordinates. Leadership is simply influencing others in the 5. When possible, give specific examples of excellence thataccomplishment of the mission and that can include peers and could apply. This gives the rated NCO something special tosuperiors. It also can be applied directly to additional duties and strive for. Remember that only a few achieve real excellence andother areas of Army community life. Individual training is the that real excellence always includes specific results and oftenresponsibility of all NCOs whether or not there are subordinates. includes accomplishments of subordinates.Every NCO knows something that can be taught to others and should 6. Give rated NCO the opportunity to ask questions and makeBe involved in some way in a training program.Suggestions.7. Decide what you consider necessary for success (a meetsstandards rating) for each value/responsibility. Use the exampleslisted on page 3 and 4 of this form as a guide in developing your

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COUNSELING 4. Ask rated NCO for ideas, examples and opinions on what 1. Go over each part of the duty description with rated NCO. has been done so far and what can be done better. (This stepDiscuss any changes, especially to the area of special emphasis. can be done first or last). 2. Tell rated NCO how he / she is doing. Use your successstandards as a guide for the discussion (the examples on pages 3 BEFORE THE NCO DEPARTS THE COUNSELING SESSIONand 4 may help). First, for each value/responsibility, talk about what 1. Record counseling date on this form.has happened in response to any discussion you had during the last 2. Write any additional key points that came up during the counseling session (remember, observed action, demonstrated counseling session on this form.behavior and results). Second, talk about what was done well. Third, 3. Show key points to rated NCO and get his/her initials.talk about how to do better. The goal is to get all NCOs to be 4. Save NCO-ER with this checklist for next counselingsuccessful and meet standards.session. (Notes should make record NCO-ER preparation easy 3. When possible, give examples of excellence that could apply. at the end of the rating period.This gives the rated NCO something to strive for, REMEMBER,EXCELLENCE IS SPECIAL, ONLY A FEW ACHIEVE IT! Excellenceincludes results and often involves subordinates.

COUNSELING RECORD/KEY POINTS MADE

INITIAL

o Squad Leader duty description and responsibilities to include to train, lead, and develop the squado Leaders Book reviewo Organizational and personal goalso See DA Form 4856, Integration and reception counseling DATE 6 Sep 02 RATED NCO’S INITIALS JTLLATER

o Conducted squad equipment inventory, signed for and accepted responsibility for the squad equipmento Completed quality squad initial counselingso Discussed upcoming JRTC rotation and additional appointment as Arms Room NCOICo See DA Form 4856, 2nd Quarterly counseling DATE 6 Dec 02 RATED NCO’S INITIALS JTLLATER

DATE RATED NCO’S INITIALS

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CMF 92 Career Development ModelYRS OF SVC 1-3 4-6 7-9 10-15 16-19 20-30

RANK PVT PFC SPC/CPL

SGT SSG SFC MSG 1SG SGM CSM

DUTYASSIGNMENT

ACTIVE COMPONENT/RESERVE COMPONENT DUTY/ DRILL SERGEANT FIRST SERGEANT

TEAM LEADER SGL/INSTR PLATOON SGT SECTION SUPV USAR ADVISOR

SECTION CHIEF

SQUAD LEADER

EQUIP SYS OPER

SHIFT SUPV SECTION CHIEF STAFF NCO

INSTITUTIONAL TRAINING

BCT/AITPLDC

BNCOC ANCOC SERGEANTS MAJOR COURSE

RECOMMENDED NCOES-

RELATED COURSES

PRIOR TO PLDC:English CompositionBasic Mathematics

Computer Literacy

PRIOR TO BNCOC:Communication SkillsPersonnel SupervisionSL10/20 ACCPSpeech

PRIOR TO ANCOC:Principles of ManagementEffective WritingLeadership & CounselingEffective Communication

PRIOR TO SMC:Research Techniques (Statistics)Human Resource ManagementTime Management

Recommended

Battle Staff NCO Course 1SG Course

Recommended Reading Standard: 10Achieve Writing Standard

Recommended Reading Standard: 12 Achieve Writing Standard

RECOMMENDED CMF-RELATED COURSES

AND ACTIVITIES

SKILL LEVEL 10

SKILL LEVEL 20Human Growth & DevelopmentReading DevelopmentRole of Military

SKILL LEVEL 30Contemporary Moral IssuesStress/Criss MgtCounseling Principles and Practies

SKILL LEVEL 40 Accounting/Finance Personal FinancePrinciples of BusinessEconomics

SKILL LEVEL 50

RECOMMENDCMF-RELATED CERTIFICATION OR DEGREE GOAL

AA/AS: Applied Science in Management or Liberal Arts BA/BS: By the 19th Year of ServiceBy the 11th Year of Service

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HOUR 7 - Introduction to Appendix B

HOUR 7 - Introduction to Appendix B

Performance Indicators/Leadership Dimensions/Leadership Assessment/

Counseling Workshop Test

SGM Paul

Performance Indicators/Leadership Dimensions/Leadership Assessment/

Counseling Workshop Test

SGM Paul

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FM 22-100 Appendix B

Performance Indicators


Performance Indicators Appendix B summarizes Leadership Dimensions discussed in Chapters 1-7

Quick reference list of Performance Indicators

Designed to use as a leadership assessment and counseling tool

Self Leadership Assessment Subordinate Leadership Assessment

NOT a list of bullets for NCOERs

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Leadership Dimensions


Leadership Dimensions A Leader must:

BE The values and attributes that shape a leader’s character

KNOW Your competence in everything from the technical side of your job to

the people skills a leader requires

DO How you apply what you know How you act and DO what you must Actions are the essence of leadership

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Leadership Assessment


Leadership Assessment Honestly assess Leadership Dimensions that could be improved

Design a plan that will Develop and Improve these Dimensions

Establish Goal Timeline for Indicator Improvement

Annotate in “Plan of Action” during counseling session

Assess level of success of Leadership Growth and Development

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FM 22-100 Counseling Workshop

Test

FM 22-100 Counseling Workshop

Test

Test

Open Book – Take Home

Complete and Return on Day 3

Study Background Information

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SummarySummaryCounseling

Subordinate-centered

Goal orientated

Subordinate Centered Strategy

Active Listening

Responding

Questioning

The Session

Open the Session

Discuss the issue

Develop POA

Record & Close

The Process

Identify the need

Prepare

Conduct

Assessment

Purpose

To develop subordinates

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CENTER FOR ARMY LEADERSHIPCENTER FOR ARMY LEADERSHIP

Web SitesWeb Sites: : www.counseling.army.milwww.counseling.army.mil www.leadership.army.milwww.leadership.army.mil

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DEVELOPMENTAL COUNSELING DOCTRINE TRAINING PROGRAM