SOLDIER DEVELOPMENTAL COUNSELING DA FORM 4856-E, FM 22-100 APPENDIX C

•Developmental Counseling: Subordinate leadership development is one of the most important responsibilities of every leader. Developing the leaders who come after you should be one of your highest priorities. Developmental counseling is a shared effort. As a leader, you assist your subordinates in identifying strengths and weaknesses and creating plans of action.

•Leader’s responsibilities: Leaders must mentor their subordinates through teaching, coaching, and counseling. Leaders evaluate their soldiers using DA FORM 4856-E, Developmental Counseling Form. To conduct effective counseling, you should develop a counseling style:

a) Purpose: Clearly define the purpose of the counseling.b) Flexibility: Fit the counseling style to the character of each subordinate. c) Respect: View subordinates as unique, complex individuals, each with a distinct

set of values, beliefs, and attitudes.d) Communication: Establish open, two-way communication with soldiers using

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

e) Support: Encourage soldiers through actions while guiding them through their problems.

•Leader Counseling Skills: One challenging aspect of counseling is selecting the proper approach to a specific situation. The counseling technique must fit the the situation, your capabilities, and your soldiers expectations. The techniques needed to provide effective counseling will vary. You can improve your counseling techniques by studying human

behavior and learning the kinds of problems affect your soldiers.

During counseling sessions, there are 3 main objectives. 1) Active listening: When your actively listening, you communicate verbally

and non-verbally that you’ve received the soldiers message. To fully understand the soldier’s message, you must listen to the words and observe the soldiers manners. Elements: Eye contact. Maintaining eye contact without staring helps show interest. Body Posture: Being relaxed and comfortable will help put the soldier at ease. Head nods: Occasionally nodding your head while keeping eye contact, shows the soldieryou’re paying attention and encourages the soldier to continue.Facial expressions: Keep your facial expressions natural and relaxed. No blank or fixed expression, this may disturb the soldier. Verbal expressions: Refrain from talking too much and avoid interrupting. Let the soldier do the talking while keeping the discussion on the counseling subject (this depends on the type of counseling being done).

2) Responding: Responding skills follow-up on active listening. A leader responds to communicate that the leader understands the soldier. From time to time, check your understanding: clarify and confirm what is being said.

3) Questioning: Although questioning is a necessary skill, you must use it with caution.During a leadership developmental review, ask questions to obtain information or to get the soldier to think about a particular situation. The question should be open-ended so as to evoke more than a yes or no answer. Questions will help to verify understanding, encourage further explanation, or help the soldier move through the stages of the counseling session.

•Counseling errors: Effective leaders avoid common counseling mistakes. Dominatingthe counseling by talking to much, giving unnecessary or inappropriate “advice”, not truly listening, and projecting personal likes, dislikes, biases, and prejudices all interfere with effective counseling. You should avoid also avoid other common mistakes such as rash judgments, stereo types, loss of emotional control, inflexible methods of counseling and improper follow-up.

TYPES OF DEVELOPMENTAL COUNSELING

•Event-Oriented Counseling:a) Counseling for specific instances: Duty performance

b) Reception and Integration counseling: New arrivals to unit

c) Crisis counseling: Initial shock of receiving negative news

d) Referral counseling: Personal situation

e) Promotion counseling: eligibility for advancement without waivers but not recommended for promotion

f) Adverse separation counseling: Informing the soldier of administrative actions available to the commander

•Performance and Professional Growth Counseling:a) Performance counseling: Performance counseling communicates standards and and is an opportunity for leaders to establish and clarify the expected values, attributes, skills, and actions. During performance counseling, you conduct a review of a soldiers duty performance during a certain period. You and the soldier jointly establish performance objectives and standards for the next period. Rather than dwelling on the past, you should focus on the soldiers strengths, areas needing improvement, and potential.

b) Professional Growth counseling: This includes planning and accomplishment of individual and professional goals. You conduct this counseling to assist soldiers in achieving organizational and individual goals. During the counseling, you and your soldier conduct a review to identify and discuss the soldiers strengths and weaknesses and create a plan of action to build upon strengths and overcome weaknesses.

CONDUCT THE COUNSELING SESSION

•Open the session: State the purpose

•Develop a plan of action: This identifies a method for achieving a desired result

•Record and close the session: A leader always benefits by documenting the mainpoints of a counseling session.

FOLLOW UP:•Assess the plan of action: Review the plan of action with the soldier to determine if the desired results wereachieved. Set a date for the assessment.

LET’S GET STARTEDTHE DEVELOPMENTAL COUNSELING FORM

DA FORM 4856-E (Discuss each field)

DEVELOPMENTAL COUNSELING FORMFor use of this form, see FM 22-100; the proponent agency is TRADOC

DATA REQUIRED BY THE PRIVACY ACT OF 1974

AUTHORITY:

PRINCIPAL PURPOSE:

ROUTINE USES:

DISCLOSURE:

5 USC 301, Departmental Regulations; 10 USC 3013, Secretary of the Army and E.O. 9397 (SSN)

To assist leaders in conducting and recording counseling data pertaining to subordinates.

For subordinate leader development IAW FM 22-100. Leaders should use this form as necessary.

Disclosure is voluntary.

PART I - ADMINISTRATIVE DATA

Name (Last, First, MI) Rank/Grade 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 growth or event-oriented counseling, and includes the leader's facts and observations prior tothe 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.

EDITION OF JUN 85 IS OBSOLETEDA FORM 4856, JUN 1999 USAPA V1.00

REVERSE, DA FORM 4856, JUN 1999

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 thesubordinate's behavior and include a specified time 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 the plan of action. The subordinate agrees/disagrees and provides remarks ifappropriate.)

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 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-upcounseling.)

Individual Counseled: Date of Assessment:Counselor:

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

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