ARMY POWERPOINT

I NEED A POWERPOINT CLASS ABOUT ARMY COUNSELINGS. ATTACHED THE METIRIALS YOU NEED TO MAKE IT. BUT IT HAS TO BE IN YOUR OWN WORDS. NO LIMITS ON SLIDES

IF THIS NOT ENOUGH U CAN ALWAYS GOOGLE> OR GO TO FM 6-22.

http://www.part-time-commander.com/different-types-for-army-counseling/

I NEED THEM TO BE LIKE YOU GOING TO TEACH THE CLASS ON COUNSELING.

ALL THE EXSAMPLES ARE IN THE WINRAR FILE ATTACHED, YOU CAN USE THEM AS SLIDES TOO..

*******************************IMPORTANT***********************************************

READ COUNSELING PDF FILE FIRST TO UNDERSTAND HOW TO DO IT.

12 October 2006 FM 6-22 B-1

Appendix B

Counseling

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

educational and training opportunities.
Off limits and danger areas.
Functions and locations of support activities.
On- and off-post recreational, educational, cultural, and historical opportunities.
Foreign nation or host nation orientation.
Other areas the individual should be aware of as determined by the leader.

Crisis Counseling
B-10. Crisis counseling includes getting a Soldier or employee through a period of shock after receiving
negative news, such as the notification of the death of a loved one. It focuses on the subordinate’s
immediate short-term needs. Leaders may assist the subordinate by listening and providing appropriate
assistance. Assisting can also mean referring the subordinate to a support activity or coordinating for
external agency support, such as obtaining emergency funding for a flight ticket or putting them in contact
with a chaplain.

Referral Counseling
B-11. Referral counseling helps subordinates work through a personal situation. It may or may not follow
crisis counseling. Referral counseling aims at preventing a problem from becoming unmanageable if the
empathic Army leader succeeds in identifying the problem in time and involves appropriate resources, such
as Army Community Services, a chaplain, or an alcohol and drug counselor. (Figure B-4 lists support
activities.)

Counseling

12 October 2006 FM 6-22 B-3

Promotion Counseling
B-12. Army leaders must conduct promotion counseling for all specialists and sergeants who are eligible
for advancement without waivers but not recommended for promotion to the next higher grade. Army
regulations require that Soldiers within this category receive initial (event-oriented) counseling when they
attain full promotion eligibility and then periodic (performance/personal growth) counseling thereafter.

Adverse Separation Counseling
B-13. Adverse separation counseling may involve informing the Soldier of the administrative actions
available to the commander in the event substandard performance continues and of the consequences
associated with those administrative actions (see AR 635-200).

B-14. Developmental counseling may not apply when an individual has engaged in serious acts of
misconduct. In those situations, leaders should refer the matter to the commander and the servicing staff
judge advocate. When rehabilitative efforts fail, counseling with a view towards separation is required. It is
an administrative prerequisite to many administrative discharges, while sending a final warning to the
Soldier: improve performance or face discharge. In many situations, it is advisable to involve the chain of
command as soon as it is determined that adverse separation counseling might be required. A unit first
sergeant or the commander should inform the Soldier of the notification requirements outlined in AR 635-
200.

PERFORMANCE COUNSELING
B-15. During performance counseling, leaders conduct a review of a subordinate’s duty performance over
a certain period. Simultaneously, leader and subordinate jointly establish performance objectives and
standards for the next period. Rather than dwelling on the past, focus on the future: the subordinate’s
strengths, areas of improvement, and potential.

B-16. Performance counseling is required under the officer, NCO, and Army civilian evaluation reporting
systems. The officer evaluation report (OER) (DA Form 67-9) process requires periodic performance
counseling as part of the OER Support Form requirements. Mandatory, face-to-face performance
counseling between the rater and the rated NCO is required under the noncommissioned officer evaluation
reporting system. (See AR 623-3). Performance evaluation for civilian employees also includes both of
these requirements.

B-17. Counseling at the beginning of and during the evaluation period ensures the subordinate’s personal
involvement in the evaluation process. Performance counseling communicates standards and is an
opportunity for leaders to establish and clarify the expected values, attributes, and competencies. The OER
support form’s coverage of leader attributes and competencies is an excellent tool for leader performance
counseling. For lieutenants and junior warrant officers, the major performance objectives on the OER
Support Form (DA Form 67-9-1) are used as the basis for determining the developmental tasks on the
Developmental Support Form (DA Form 67-9-1A). Quarterly face-to-face performance and developmental
counseling is required for these junior officers as outlined in AR 623-3. Army leaders ensure that
performance objectives and standards are focused and tied to the organization’s objectives and the
individual’s professional development. They should also echo the objectives on the leader’s support form
as a team member’s performance contributes to mission accomplishment.

PROFESSIONAL GROWTH COUNSELING
B-18. Professional growth counseling includes planning for the accomplishment of individual and
professional goals. During the counseling, leader and subordinate conduct a review to identify and discuss
the subordinate’s strengths and weaknesses and to create an individual development plan that builds upon
those strengths and compensates for (or eliminates) weaknesses.

B-19. As part of professional growth counseling, leader and subordinate may choose to develop a
“pathway to success” with short- and long-term goals and objectives. The discussion of the pathway
includes opportunities for civilian or military schooling, future duty assignments, special programs, and

Appendix B

B-4 FM 6-22 12 October 2006

reenlistment options. An individual development plan is a requirement for all Soldiers and Army civilians
as every person’s needs and interests are different.

B-20. Career field counseling is required for lieutenants and captains before they are considered for
promotion to major. Raters and senior raters in conjunction with the rated officer need to determine where
the officer’s skills and talents best fit the needs of the Army. The rated officer’s preference and abilities
(both performance and intellectual) must be considered. The rater and senior rater should discuss career
field designation with the officer prior to making a recommendation on the rated officer’s OER.

B-21. While these categories can help organize and focus counseling sessions, they should not be viewed
as separate or exhaustive. For example, a counseling session that focuses on resolving a problem may also
address improving duty performance. A session focused on performance often includes a discussion on
opportunities for professional growth. Regardless of the topic of the counseling session, leaders should
follow a basic format to prepare for and conduct it. The Developmental Counseling Form, DA Form 4856,
discussed at the end of this appendix provides a useful framework to prepare for almost any type of
counseling. Use it to help mentally organize the relevant issues to cover during counseling sessions.

THE LEADER AS A COUNSELOR
B-22. To be effective, developmental counseling must be a shared effort. Leaders assist their subordinates
in identifying strengths and weaknesses and creating plans of action. Once an individual development plan
is agreed upon, they support their Soldiers and civilians throughout the plan implementation and continued
assessment. To achieve success, subordinates must be forthright in their commitment to improve and
candid in their own assessments and goal setting.

B-23. Army leaders evaluate Army civilians using procedures prescribed under civilian personnel policies.
DA Form 4856 is appropriate to counsel Army civilians on professional growth and career goals. DA Form
4856 is not adequate to address civilian counseling concerning Army civilian misconduct or poor
performance. The servicing Civilian Personnel Office can provide guidance for such situations.

B-24. Caring and empathic Army leaders conduct counseling to help subordinates become better team
members, maintain or improve performance, and prepare for the future. While it is not easy to address
every possible counseling situation, leader self-awareness and an adaptable counseling style focusing on
key characteristics will enhance personal effectiveness as a counselor. These key characteristics include—

Purpose: Clearly define the purpose of the counseling.
Flexibility: Fit the counseling style to the character of each subordinate and to the relationship

desired.
Respect: View subordinates as unique, complex individuals, each with a distinct set of values,

beliefs, and attitudes.
Communication: Establish open, two-way communication with subordinates using spoken

language, nonverbal actions, gestures, and body language. Effective counselors listen more than
they speak.

Support: Encourage subordinates through actions while guiding them through their problems.

THE QUALITIES OF THE COUNSELOR
B-25. Army leaders must demonstrate certain qualities to be effective counselors. These qualities include
respect for subordinates, self-awareness and cultural awareness, empathy, and credibility.

B-26. One challenging aspect of counseling is selecting the proper approach to a specific situation. To
counsel effectively, the technique used must fit the situation, leader capabilities, and subordinate
expectations. Sometimes, leaders may only need to give information or listen, while in other situations a
subordinate’s improvement may call for just a brief word of praise. Difficult circumstances may require
structured counseling followed by definite actions, such as referrals to outside experts and agencies.

B-27. Self-aware Army leaders consistently develop and improve their own counseling abilities. They do
so by studying human behavior, learning the kinds of problems that affect their followers, and developing

Counseling

12 October 2006 FM 6-22 B-5

their interpersonal skills. The techniques needed to provide effective counseling vary from person to
person and session to session. However, general skills that leaders will need in almost every situation
include active listening, responding, and questioning.

ACTIVE LISTENING
B-28. Active listening helps communicate reception of the subordinate’s message verbally and
nonverbally. To capture the message fully, leaders listen to what is said and observe the subordinate’s
manners. Key elements of active listening include—

Eye contact. Maintaining eye contact without staring helps show sincere interest. Occasional
breaks of eye contact are normal and acceptable, while excessive breaks, paper shuffling, and
clock-watching may be perceived as a lack of interest or concern.

Body posture. Being relaxed and comfortable will help put the subordinate at ease. However, a
too-relaxed position or slouching may be interpreted as a lack of interest.

Head nods. Occasionally head nodding indicates paying attention and encourages the
subordinate to continue.

Facial expressions. Keep facial expressions natural and relaxed to signal a sincere interest.
Verbal expressions. Refrain from talking too much and avoid interrupting. Let the subordinate

do the talking, while keeping the discussion on the counseling subject.

B-29. Active listening implies listening thoughtfully and deliberately to capture the nuances of the
subordinate’s language. Stay alert for common themes. A subordinate’s opening and closing statements as
well as recurring references may indicate his priorities. Inconsistencies and gaps may indicate an avoidance
of the real issue. Certain inconsistencies may suggest additional questions by the counselor.

B-30. Pay attention to the subordinate’s gestures to understand the complete message. By watching the
subordinate’s actions, leaders identify the emotions behind the words. Not all actions are proof of a
subordinate’s feelings but they should be considered. Nonverbal indicators of a subordinate’s attitude
include—

Boredom. Drumming on the table, doodling, clicking a ballpoint pen, or resting the head in the
palm of the hand.

Self-confidence. Standing tall, leaning back with hands behind the head, and maintaining steady
eye contact.

Defensiveness. Pushing deeply into a chair, glaring at the leader, and making sarcastic
comments as well as crossing or folding arms in front of the chest.

Frustration. Rubbing eyes, pulling on an ear, taking short breaths, wringing the hands, or
frequently changing total body position.

Interest, friendliness, and openness. Moving toward the leader while sitting.
Anxiety. Sitting on the edge of the chair with arms uncrossed and hands open.

B-31. Leaders consider each indicator carefully. Although each may reveal something about the
subordinate, do not judge too quickly. When unsure look for reinforcing indicators or check with the
subordinate to understand the behavior, determine what is underlying it, and allow the subordinate to take
responsibility.

RESPONDING
B-32. A leader responds verbally and nonverbally to show understanding of the subordinate. Verbal
responses consist of summarizing, interpreting, and clarifying the subordinate’s message. Nonverbal
responses include eye contact and occasional gestures such as a head nod.

QUESTIONING
B-33. Although focused questioning is an important skill, counselors should use it with caution. Too many
questions can aggravate the power differential between a leader and a subordinate and place the

Appendix B

B-6 FM 6-22 12 October 2006

subordinate in a passive mode. The subordinate may also react to excessive questioning as an intrusion of
privacy and become defensive. During a leadership development review, ask questions to obtain
information or to get the subordinate to think deeper about a particular situation. Questions should evoke
more than a yes or no answer. Well-posed questions deepen understanding, encourage further explanation,
and help the subordinate perceive the counseling session as a constructive experience.

COUNSELING ERRORS
B-34. Dominating the counseling by talking too much, giving unnecessary or inappropriate advice, not
truly listening, and projecting personal likes, dislikes, biases, and prejudices all interfere with effective
counseling. Competent leaders avoid rash judgments, stereotyping, losing emotional control, inflexible
counseling methods, or improper follow-up.

B-35. To improve leader counseling skills, follow these general guidelines:
To help resolve the problem or improve performance, determine the subordinate’s role in the

situation and what the subordinate has done.
Draw conclusions based on more factors than the subordinate’s statement.
Try to understand what the subordinate says and feels; listen to what is said and how it is said
Display empathy when discussing the problem.
When asking questions, be sure the information is needed.
Keep the conversation open-ended and avoid interrupting.
Give the subordinate your full attention.
Be receptive to the subordinate’s emotions, without feeling responsible to save the subordinate

from hurting.
Encourage the subordinate to take the initiative and to speak aloud.
Avoid interrogating.
Keep personal experiences out of the counseling session, unless you believe your experiences

will really help.
Listen more and talk less.
Remain objective.
Avoid confirming a subordinate’s prejudices.
Help the subordinates help themselves.
Know what information to keep confidential and what to present to the chain of command, if

necessary.

ACCEPTING LIMITATIONS
B-36. Army leaders cannot help everyone in every situation. Recognize personal limitations and seek
outside assistance, when required. When necessary, refer a subordinate to the agency more qualified to
help.

B-37. The agency list in figure B-1 assists in solving problems. Although it is generally in an individual’s
best interest to begin by seeking help from their first-line leaders, caring leaders should respect an
individual’s preference to contact any of these agencies on their own.

Counseling

12 October 2006 FM 6-22 B-7

Figure B-1. Support activities

Appendix B

B-8 FM 6-22 12 October 2006

ADAPTIVE APPROACHES TO COUNSELING
B-38. An effective leader approaches each subordinate as an individual. Different people and different
situations require different counseling approaches. Three approaches to counseling include nondirective,
directive, and combined (see Part Three, Chapter 8 for more). These approaches differ in specific
techniques, but all fit the definition of counseling and contribute to its overall purpose. The major
difference between the approaches is the degree to which the subordinate participates and interacts during a
counseling session. Figure B-2 identifies the advantages and disadvantages of each approach.

Figure B-2. Counseling approach summary chart

COUNSELING TECHNIQUES
B-39. The Army leader can select from several techniques when counseling subordinates. These techniques
may cause subordinates to change behavior and improve upon their performance. Counseling techniques
leaders may explore during the nondirective or combined approaches include—

Suggesting alternatives. Discuss alternative actions that the subordinate may take. Leader and
subordinate together decide which course of action is most appropriate.

Recommending. Recommend one course of action, but leave the decision to accept it to the
subordinate.

Persuading. Persuade the subordinate that a given course of action is best, but leave the final
decision to the subordinate. Successful persuasion depends on the leader’s credibility, the
subordinate’s willingness to listen, and mutual trust.

Advising. Advise the subordinate that a given course of action is best. This is the strongest form
of influence not involving a command.

B-40. Techniques to use during the directive approach to counseling include—
Corrective training. Teach and assist the subordinate in attaining and maintaining the required

standard. A subordinate completes corrective training when the standard is consistently attained.
Commanding. Order the subordinate to take a given course of action in clear, precise words.

The subordinate understands the order and will face consequences for failing to carry it out.

Counseling

12 October 2006 FM 6-22 B-9

THE FOUR-STAGE COUNSELING PROCESS
B-41. Effective Army leaders make use of a four-stage counseling process:

Identify the need for counseling.
Prepare for counseling.
Conduct counseling.
Follow-up.

STAGE 1: IDENTIFY THE NEED FOR COUNSELING
B-42. Usually organizational policies—such as counseling associated with an evaluation or command
directed counseling—focus a counseling session. However, leaders may also conduct developmental
counseling whenever the need arises for focused, two-way communication aimed at subordinate’s
development. Developing subordinates consists of observing the subordinate’s performance, comparing it
to the standard, and then providing feedback to the subordinate in the form of counseling.

STAGE 2: PREPARE FOR COUNSELING
B-43. Successful counseling requires preparation in the following seven areas:

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

Select a Suitable Place
B-44. Conduct the counseling in an environment that minimizes interruptions and is free from distracting
sights and sounds.

Schedule the Time
B-45. When possible, counsel a subordinate during the duty day. Counseling after duty hours may be
rushed or perceived as unfavorable. Select a time free from competition with other activities. Consider that
important events occurring after the session could distract a subordinate from concentrating on the
counseling. The scheduled time for counseling should also be appropriate for the complexity of the issue at
hand. Generally, counseling sessions should last less than an hour.

Notify the Subordinate Well in Advance
B-46. Counseling is a subordinate-centered, two-person effort for which the subordinate must have
adequate time to prepare. The person to be counseled should know why, where, and when the counseling
takes place. Counseling tied to a specific event should happen as closely to the event as possible. For
performance or professional development counseling, subordinates may need at least a week or more to
prepare or review specific documents and resources, including evaluation support forms or counseling
records.

Organize Information
B-47. The counselor should review all pertinent information, including the purpose of the counseling,
facts, and observations about the person to be counseled, identification of possible problems, and main
points of discussion. The counselor can outline a possible plan of action with clear obtainable goals as a
basis for the final plan development between counselor and the Soldier or civilian.

Appendix B

B-10 FM 6-22 12 October 2006

Outline the Components of the Counseling Session
B-48. Using the available information, determine the focus and specific topics of the counseling session.
Note what prompted the counseling requirement, aims, and counselor role. Identify possible key comments
and questions to keep the counseling session subordinate-centered and which can help guide the
subordinate through the session’s stages. As subordinates may be unpredictable during counseling, a
written outline can help keep the session on track and enhances the chance for focused success.

Counseling Outline
Type of counseling: Initial NCOER counseling for SFC Taylor, a recently promoted
new arrival to the unit.

Place and time: The platoon office, 1500 hours, 9 October.

Time to notify the subordinate: Notify SFC Taylor one week in advance of the
counseling session.

Subordinate preparation: Instruct SFC Taylor to put together a list of goals and
objectives he would like to complete over the next 90 to 180 days. Review the
values, attributes, and competencies of FM 6-22.

Counselor preparation:

Review the NCO Counseling Checklist/Record

Update or review SFC Taylor’s duty description and fill out the rating chain and duty
description on the working copy of the NCOER.

Review each of the values and responsibilities in Part IV of the NCOER and the
values, attributes, and competencies in FM 6-22. Think of how each applies to SFC
Taylor’s duties as platoon sergeant.

Review the actions necessary for a success or excellence rating in each value and
responsibility.

Make notes in blank spaces on relevant parts of the NCOER to assist in counseling.

Role as a counselor: Help SFC Taylor to understand the expectations and
standards associated with the platoon sergeant position. Assist SFC Taylor in
developing the values, attributes, and competencies that enable him to achieve his
performance objectives consistent with those of the platoon and company. Resolve
any aspects of the job that SFC Taylor does not clearly understand.

Session outline: Complete an outline following the counseling session components
listed in figure B-4 and based on the draft duty description on the NCOER. This
should happen two to three days prior to the actual counseling session.

Figure B-3. Example of a counseling outline

Plan the Counseling Strategy
B-49. There are many different approaches to counseling. The directive, nondirective, and combined
approaches offer a variety of options that can suit any subordinates and situation (see figure B-3 and Part
Three, Chapter 8).

Counseling

12 October 2006 FM 6-22 B-11

Establish the Right Atmosphere
B-50. The right atmosphere promotes open, two-way communication between a leader and subordinate. To
establish a more relaxed atmosphere, offer the subordinate a seat or a cup of coffee. If appropriate, choose
to sit in a chair facing the subordinate since a desk can act as a barrier.

B-51. Some situations require more formal settings. During counseling to correct substandard performance,
leaders seated behind a desk may direct the subordinate to remain standing. This reinforces the leader’s
role and authority and underscores the severity of the situation.

Example Counseling Session
Open the Session

• To establish a relaxed environment for an open exchange, explain to SFC Taylor
that the more one discusses and comprehends the importance of the Army
Values, leader attributes, and competencies, the easier it is to develop and
incorporate them for success into an individual leadership style.

• State the purpose of the counseling session and stress that the initial counseling
is based on what SFC Taylor needs to do to be a successful platoon sergeant in
the unit. Come to an agreement on the duty description and the specific
performance requirements. Discuss related values, competencies, and the
standards for success. Explain that subsequent counseling will address his
developmental needs as well as how well he is meeting the jointly agreed upon
performance objectives. Urge a thorough self-assessment during the next quarter
to identify his developmental needs.

• Ensure that SFC Taylor knows the rating chain and resolve any questions he has
about his duty position and associated responsibilities. Discuss the close team
relationship that must exist between a platoon leader and a platoon sergeant,
including the importance of honest, two-way communication.

Discuss the Issue
• Jointly review the duty description as spelled out in the NCOER, including all

associated responsibilities, such as maintenance, training, and taking care of
Soldiers. Relate the responsibilities to leader competencies, attributes, and
values. Revise the duty description, if necessary. Highlight areas of special
emphasis and additional duties.

• Clearly discuss the meaning of value and responsibility on the NCOER. Discuss
the values, attributes, and competencies as outlined in FM 6-22. Ask focused
questions to identify if he relates these items to his role as a platoon sergeant.

• Explain to SFC Taylor that the leader’s character, presence, and intellect are the
basis for competent leadership and that development of the desired leader
attributes requires that Army leaders adopt them through consistent self-
awareness and lifelong learning. Emphasize that the plan of action to accomplish
major performance objectives must encompass the appropriate values, attributes,
and competencies. Underscore that the development of the leader’s character
can never be separate from the overall plan.

Assist in Developing a Plan of Action (During the Counseling Session)
• Ask SFC Taylor to identify tasks that will facilitate the accomplishment of the

agreed-upon performance objectives. Describe each by using the values,
responsibilities, and competencies found on the NCOER and in FM 6-22.

• Discuss how each value, responsibility, and competency applies to the platoon
sergeant position. Discuss specific examples of success and excellence in each

Appendix B

B-12 FM 6-22 12 October 2006

value and responsibility block. Ask SFC Taylor for suggestions to make the goals
objective, specific, and measurable.

• Ensure that SFC Taylor leaves the counseling session with at least one example
of a success or excellence bullet statement as well as sample bullet statements
for each value and responsibility. Discuss SFC Taylor’s promotion goals and ask
him what he considers his strengths and weaknesses. Obtain copies of the last
two master sergeant selection board results and match his goals and objectives.

Close the Session
• Verify SFC Taylor understands the duty description and performance objectives.

• Stress the importance of teamwork and two-way communication.

• Ensure SFC Taylor understands that you expect him to assist in your
development as a platoon leader—both of you have the role of teacher and
coach.

• Remind SFC Taylor to perform a self-assessment during the next quarter.

• Set a tentative date during the next quarter for the follow-up counseling.

Notes on Strategy
• Offer to answer any questions SFC Taylor may have.

• Expect SFC Taylor to be uncomfortable with the terms and development process
and respond in a way that encourages participation throughout the session

Figure B-4. Example of a counseling session

STAGE 3: CONDUCT THE COUNSELING SESSION
B-52. 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
B-53. 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
B-54. 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

12 October 2006 FM 6-22 B-13

B-55. 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
B-56. 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
B-57. 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.

B-58. 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.

B-59. 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.

STAGE 4: FOLLOW-UP

Leader Responsibilities
B-60. The counseling process does not end with the initial counseling session. It continues throughout the
implementation of the plan of action, consistent with the observed results. Sometimes, the initial plan of
action will require modification to meet its goals. Leaders must consistently support their subordinates in
implementing the plan of action by teaching, coaching, mentoring, or providing additional time, referrals,
and other appropriate resources. Additional measures may include more focused follow-up counseling,
informing the chain of command, and taking more severe corrective measures.

Assess the Plan of Action
B-61. During assessment, the leader and the subordinate jointly determine if the desired results were
achieved. They should determine the date for their initial assessment during the initial counseling session.
The plan of action assessment provides useful information for future follow-up counseling sessions.

Appendix B

B-14 FM 6-22 12 October 2006

SUMMARY—THE COUNSELING PROCESS AT A GLANCE
B-62. Use figure B-5 as a quick reference whenever counseling Soldiers or civilian team members.

Figure B-5. A summary of counseling

THE DEVELOPMENTAL COUNSELING FORM
B-63. The Developmental Counseling Form (DA Form 4856) is designed to help Army leaders conduct
and record counseling sessions. Figures B-6 and B-7 show a completed DA Form 4856 documenting the
counseling of a young Soldier with financial problems. Although derogatory, it is still developmental
counseling. Leaders must decide when counseling, additional training, rehabilitation, reassignment, or
other developmental options have been exhausted. Figures B-8 and B-9 show a routine
performance/professional growth counseling for a unit first sergeant. Figures B-10 and B-11 show a blank
form with instructions on how to complete each block.

Counseling

12 October 2006 FM 6-22 B-15

Figure B-6. Example of a developmental counseling form—event counseling

Appendix B

B-16 FM 6-22 12 October 2006

Figure B-7. Example of a developmental counseling form—event counseling (reverse)

Counseling

12 October 2006 FM 6-22 B-17

Figure B-8. Example of a developmental counseling form—performance/professional growth
counseling

Appendix B

B-18 FM 6-22 12 October 2006

Figure B-9. Example of a developmental counseling form—performance/professional growth
counseling (reverse)

Counseling

12 October 2006 FM 6-22 B-19

Figure B-10. Guidelines on completing a developmental counseling form

Appendix B

B-20 FM 6-22 12 October 2006

Figure B-11. Guidelines on completing a developmental counseling form (reverse)

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“SEE CONTINUATION OF COUNSELING”
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– Took two military correspondence courses this rating perio

Continuation of Counseling Form

Signature of Counselor
Soldier will initial after the last word on each page of the
continuation of counseling.

Page 2
(Including original DA Form 4856)

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Text1:
Combo Box4: [PVT/E-1]
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Text7:
Text8:
Text9:
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Check Box12:
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Counselings/apft failure

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
• On _____you were administered a Record APFT. You achieved the following scores:

Pushups (reps/score): ____/____
Sit-ups (reps/score): ____/____
2 Mile run (reps/score): ____/____
• You failed to achieve a passing score in the following event(s): (circled) Pushups / Sit-ups / 2Mile Run
Actions:
• As a result or your performance the following actions will be taken:

You be enrolled in the special populations PT Program beginning _____, located at___________________

In accordance with AR 350-1 Chapter 1-24e (5) you will be flagged under AR 600-8-2 until you pass the APFT.

You be barred from reenlistment
In addition, I am informing you that you have 3 months (90 days following the initial APFT failure) in which to retake and pass your APFT. When you feel you are ready to re-take the APFT, you will require approval from the unit commander IAW AR 350-1 Chapter 1-24e (5). Should you fail two consecutive “For Record” APFTs you could be separated from the military.

OTHER INSTRUCTIONS
This 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, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

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
Individual counseled remarks:
Signature of Individual Counseled: ______________________________________________Date: ____________________

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
· Encourage the soldier to conduct PT after duty hours
· Provide the soldier the opportunity to meet with the unit master fitness NCO and dietitian
· Monitor progress
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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.)
(When the plan of action is complete, use this area to explain the outcome. Did the Soldier successfully complete the plan of action? Has the Soldier’s performance/attitude improved?)
Counselor: ____________________ Individual Counseled:_________________ Date of Assessment: ______________

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

REVERSE, DA FORM 4856, MAR 2006

Counselings/bar to reenlist

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
On ___________, a Bar to Reenlistment was initiated in accordance with AR 601-280, Chapter 6, for ___________.
On ______________, under the provisions of AR 601-280, paragraph 6-5e, I am informing you that you have 7 days from this date to summit an appeal to the Bar to Reenlistment. Your appeal, if you decide to submit one, must be returned to me by ______hrs, on _____________. On case by case basis an extension of this period may by granted. Appeals will be endorsed personally by each commander (or acting commander) in the chain of command. For soldiers with less than 10 years active Federal service at ETS, the approval or disapproval authority is the Commanding General of Ft______________. For soldiers with more than 10 years active Federal service at ETS, the approval authority is the Commander, MACOM. You are also informed the bar will be reviewed every 6 months or 30 days prior to your PCS or ETS. Mandatory separation proceedings will be initiated if you fail to overcome the bar by the completion of the second 6 months of review. If you believe you will be unable to overcome the bar to reenlistment you may apply for immediate discharge IAW Para 6-5f, AR 601-280 and under the provisions of AR 635-200, Chapter 16. You are now in a non-promotable status IAW Para 7-6, AR 600-200. I will forward a recommendation to lift this bar to reenlistment anytime I believe your duty performance warrants retention.

DA FORM 4856, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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.)
(When the plan of action is complete, use this area to explain the outcome. Did the Soldier successfully complete the plan of action? has the Soldier’s performance/attitude improved?)
Counselor: ____________________ Individual Counseled:_________________ Date of Assessment: ______________

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

REVERSE, DA FORM 4856, MAR 2006

Counselings/disrespect nco

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Purpose 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)
Event-Oriented:
Violation of article 91 (Insubordinate conduct toward a Warrant Officer, Noncommissioned Officer, or Petty Officer) of the Uniform Code Of Military Justice in that on or about (date) at (location) you were disrespectful/disobeyed (NCO’s name) your superior Noncommissioned Officer. (State in detail what happened).

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
Disrespect/Disobeying superior Noncommissioned Officers is a crime and is unacceptable behavior that will not be tolerated. If found guilty of this offense, the maximum punishment is ______________________. Your misconduct has been detrimental to unit morale and the discipline of this organization and will not be repeated. (I am recommending that the commander impose non-judicial punishment for your misconduct) OR (You will receive corrective training as outlined in the plan of action).
You are here by notified that if this type of conduct continues, actions may be initiated under the Uniform Code of Military Justice to separate you from the Army prior to your scheduled ETS date IAW AR 635-200. If you are involuntarily separated, you could receive an Honorable Discharge, a General Discharge, or a Under Other Than Honorable Conditions Discharge. If you receive a discharge Under Other Than Honorable Conditions, you will not be eligible for reenlistment and will loose most of your benefits, including all payments, the Montgomery GI Bill, VA benefits, and you may face prejudice from civilian employers.

DA FORM 4856, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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.)
(When the plan of action is complete, use this area to explain the outcome. Did the Soldier successfully complete the plan of action? has the Soldier’s performance/attitude improved?)
Counselor: ____________________ Individual Counseled:_________________ Date of Assessment: ______________

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

REVERSE, DA FORM 4856, MAR 2006

Counselings/initial counseling

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
1. Live the Army Values [LDRSHIP], Warrior Ethos, and Soldier’s Creed.
2. Maintain Standards IAW AR 670-1 & AR 600-9. Everyone should be within body fat standards, and be able to pass a Record APFT, anytime.
3. Be in the right place, at the right time, ready to do the right thing, with the right equipment, and the right attitude.
4. Know yourself and seek self improvement. Finish military correspondence courses, civilian education courses, and go after some “Hoowaah” stuff while you’re still young and healthy (EFMB, Air Assault, CLS, max APFT).
5. Adhere to all clinic (Infection Control, HAZCOM, and Sterilization), unit, and local regulations and guidance.
6. Follow my instructions to the letter. Be prepared to ask questions if you don’t fully understand the task you’re being asked to complete. To ask WHEN/WHERE/WHAT/WHY/HOW is your responsibility. This practice will save you time, and doing the tasks again.
7. If you make a mistake, own up to it. Everyone makes mistakes; don’t try to cover it up. We can work it out if you come forward. If you wait until it’s discovered later, then be prepared to accept stiffer consequences. I have an open door policy. You can talk to me anytime.
8. Meet suspense. If you receive an email that there is a suspense due on a certain date, fulfill your obligations. If you know that you’ll be on leave, or on absence, knock it out before you leave. If you have trouble meeting a suspense, don’t wait until the last minute to ask for help. Get help when you first sense you may not make the suspense.
9. Know the difference between reasons & excuses. There’s a huge difference.
10. Medical appointments and leaves should have at least a 2 week lead time. You need to make sure we can cover you before you start planning absences. This will avoid you from having to cancel/ reschedule appointments.
11. The Army is a “dictatorship formed to protect a democracy”. It’s not about what you want, or like to do. It’s about what the mission requires. You took the time and energy to go to the recruiting station, and asked to join. Now your here, and you will execute orders, regardless of what your feelings are.
12. I will never give favoritism to one soldier over another. I will never take your dignity, or sacrifice your safety. I will never ask you to do something that I have not already done.
13. I welcome ideas and suggestions that may help to make the organization more efficient. Just because you make a recommendation doesn’t guarantee that were going do it. All guidance and changes to, will come from the OIC/ NCOIC, or thereby endorsed by the same. We must have ONE voice.
14. Memorize at least 3 running cadences; you will be called out to call cadence during PT runs.
15. I believe in having fun, but I don’t play games. If you want to be “hard headed”, you may see a rank change. I give verbal counselings (usually accompanied by push-ups), then come written counselings, then the “bat”, then the “axe”.
16. Get HOT, Stay HOT !!!

DA FORM 4856, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

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).)
· Sign up for military and civilian education
· Use down time wisely to accomplish suspenses, help out others, or get with the NCOIC to see if there’s anything for you to help with.
· Stay in top physical condition. Give your best at PT sessions, but realize that Unit PT is more of a maintenance tool, and will not allow you to achieve a 300 on an APFT, or bring you back from poor fitness.
· Meet any and all suspenses and requirements on, or ahead of time.
· Once identified, prepare for Soldier of the Month and Quarter Boards.
· Strive to achieve goals on Prosperity Plan.
· Get Hot, Stay HOT!!

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
· Monitor the Soldier’s performance, offering mentorship and training.
· Ensure Unit PT program offers a high degree of intensity.
· Protect Soldier’s safety and dignity.
· Accomplish the mission, while taking care of the welfare of my Soldiers.
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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

REVERSE, DA FORM 4856, MAR 2006

Counselings/monthly counseling

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
STRENGTHS: As the supply NCO you always ensure that we have the necessary supplies to complete our mission to the highest standards. As Senior KATUSA you ensure that the KATUSA assigned to our clinic have the knowledge and guidance to succeed. You are always willing to help out in any way you can.
WEAKNESSES: You are doing a fine job, but push your self a bit more to attain your goals. English language.
WAYS TO IMPROVE: Stay focused on helping your team members, and continue working on learning more English and ask for help if you need it.
PROSPERITY PLAN GOALS:
· Personal Goals: Learn more about American Culture and English language
· Professional Goals: Read books on veterinary medicine
· Spiritual Goals: Read the Bible More
· Family/ Friends/ Marriage: Visit my family more often

DA FORM 4856, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

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).)
· Continuously seek self improvement by enrolling in Rosetta stone English courses.
· Use you time wisely during PT sessions. Don’t cheat your body. You must maintain a 255 or higher in order to stay off of remedial PT. Soot for the MAX 300, and earn the PT Patch.
· Utilize the prosperity plan worksheet to the fullest. Goal setting is what makes successful people achieve more. Once you put something on paper it becomes real, and better aids you in achieving your goals, and living a more prosperous life.
· Keep your appearance and bearing squared away. Live the Army Values.

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
· I will ensure Soldiers have a productive an d intense unit physical fitness program.
· Conduct monthly counselings to help Soldiers develop professionally.
· Review with Soldier’s Prosperity Plans to aid them in staying on track, and accomplish some goals.
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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

REVERSE, DA FORM 4856, MAR 2006

Counselings/promotion counseling

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Purpose 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)
Promotion/developmental Counseling:
· Conduct promotion counseling
· Inform PFC Ball of the reason why he will not appear before the promotion board for the month of February

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
SPC Ball, In order to be considered for promotion to Sergeant without a waiver you must have 36 months Time in Service and 8 months Time in Grade. To be considered for promotion to Sergeant with a waiver a you must have 18 months Time in Service and 4 months Time in Grade. You currently have 29 months Time in Service and 11 months Time in Grade.
Based upon your overall performance and my assessment of your potential; You are eligible for promotion with a waiver at this time, However you will not appear before the promotion board in the month of February because you are not fully prepared to challenge the promotion board. You will be afforded the opportunity to appear before the promotion board in the month of March if you are ready. In the mean time I highly encourage you to use the Company board study guides and to continue to improve your level of physical fitness as this will help prepare you for promotion.

DA FORM 4856, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
· Recommend SPC Ball for promotion to the next grade
· Organize mock board for SPC Ball
· Provide professional guidance and support
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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

REVERSE, DA FORM 4856, MAR 2006

Counselings/promotion not recommended

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Purpose 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)
Promotion/developmental Counseling:
· Review SPC Ball’s substandard skills, knowledge, and competency over the past 90 days
· Inform SPC Balls that he will not be recommended for promotion for the month of January

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
SPC Ball’s your performance over the last 90 days has been substandard and does not show signs of improvement, therefore you will not be recommended for promotion based on these facts. You will have many opportunities to show improvement and leadership abilities before your next evaluation. You have the potential to be great Soldier; don’t mess it up and get on the right track.

DA FORM 4856, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
· Not recommend SPC Ball for promotion to the next grade
· Ensure that SPC Ball completes all assigned tasks on time and to standard
· Provide professional guidance and support
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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

REVERSE, DA FORM 4856, MAR 2006

Counselings/weight control negative

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
On you were weighed in during the monthly weigh-in IAW 600-9. The results were as follows:
Previous Months Weight: 200 lbs.
Current Months Weight: 210 lbs.
(Loss / Gain) of: 10 lbs.
Previous Months Body Fat%: 35 %
Current Months Body Fat%: 37 %
(Loss / Gain) of: 2 %

You have lost / gained 2 % of Body Fat since your last weigh-in.

You have lost / gained 10 lbs. since your last weigh-in.
You have not made satisfactory progress for this month. You are here by notified If you should fail to achieve satisfactory progress for 2 consecutive months, actions may be initiated under the Uniform Code of Military Justice to separate you from the Army prior to your scheduled ETS date IAW AR 635-200. If you are involuntarily separated, you could receive an Honorable Discharge, a General Discharge, or an Under Other Than Honorable Conditions Discharge. If you receive a discharge Under Other Than Honorable Conditions, you will not be eligible for reenlistment and will loose most of your benefits, including all payments, the Montgomery GI Bill, VA benefits, and you may face prejudice from civilian employers.
_________
initials

DA FORM 4856, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

• Monitor PVT Ball’s progress and weight loss program

• Conduct assessment portion of previous counseling

• Discuss possible courses of action with PVT Balls

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
• Continue to monitor PVT Ball’s performance
• Supervise PVT Ball’s PT program
• Continue to encourage and support PVT Ball
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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.)
(When the plan of action is complete, use this area to explain the outcome. Did the Soldier successfully complete the plan of action? has the Soldier’s performance/attitude improved?)
Counselor: ____________________ Individual Counseled:_________________ Date of Assessment: ______________

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

REVERSE, DA FORM 4856, MAR 2006

Counselings/wlc counseling

Developmental Counseling FORM
For use of this form, see FM 6-22; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

Authority:
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 6-22. Leaders should use this form as necessary.

DISCLOSURE:
Disclosure is voluntary.

Part I – Administrative Data

Name (Last, First, MI)
Balls, John, W

Rank / Grade
PVT/E1

Social Security No.

Date of Counseling

Organization

Name and Title of Counselor

PART II – Background Information

Part III – Summary of Counseling

Complete this section during or immediately subsequent to counseling.

Key Points of Discussion:
• Review WLC checklist
• Review The Army School System (TASS) Unit Pre-Execution Checklist
• You may be expected to conduct an interview with the 1SG/CSM
• Ensure uniforms are in accordance with AR 670-1.
• Your sponsor is SGT Tango and his phone number is 123-456-7890.
• Work on giving PT, conducting drill and ceremonies, and practice conducting a class
• Inspect all equipment for serviceability and accountability and DX unserviceable TA-50
• Ensure you have sufficient funds to defray the cost of personal expenses
• Ensure that all pay, personal issues are taken care of prior to the start of the course.
• You must be able to pass the APFT and body fat percentage.
• Learn The NCO/Soldiers Creed.

DA FORM 4856, MAR 2006
EDITION OF JUN 99 IS OBSOLETE

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).)
• Lead unit PT til the start of class
• prepare a class for Sergeants Time Training
• Inspect equipment on 05 Nov 09
• Conduct APFT on 04 Nov 09
• Obtain orders and meal card if required
• Storage of POV and personal property plan was reviewed
• Ensure all bills are paid in advance
• Give family contact information in case of emergency

Leader Responsibilities: (Leader’s responsibilities in implementing the plan of action.)
• Help Soldier prepare for WLC
• Conduct APFT
• Schedule appointment with 1SG
• Provide a sponsor/inform family
Signature of Counselor: __________________________________________________Date: ________________________

Part IV – ASSESSMENT OF THE PLAN OF ACTION

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

REVERSE, DA FORM 4856, MAR 2006

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