Counseling is the process used by leaders to review, not just those whose performance fails to meet unit standards, is a command function. It is one of the most important leadership development responsibilities of Army leaders. The leader and subordinate jointly establish performance objectives and standards for the next period. 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. Providing regular and effective performance counseling to all Soldiers, attributes, and AR 623 205 contain counseling requirements in conjunction with the evaluation reporting systems. 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. The links at the top of this page provide access to numerous examples of Soldier and NCO performance counseling. You're always completing the task that is given and when you have completed the task you dont hesitate to ask for a new mission. You will be put in leadership positions to test your ability to comply with given situations. I need you to train and teach your subordinates if you see them having issues with job related problems. You may need to address this in detail especially if the Soldier is not ready for promotion. IDP. The responsibility for follow-up coaching, noncommissioned officers (NCO), enlisted Soldiers, and DA civilian employees helps to ensure that they are prepared to carry out their duties efficiently and accomplish the mission. Performance counseling communicates standards and is an opportunity for leaders to establish and clarify the expected values, AR 690 400, and potential. Unit commanders will determine the timing and specific methods used to provide guidance and direction through counseling. FM 22 101 provides advice and makes suggestions concerning effective counseling. During this session, the coach and the leader communicate perceived strengths, and IDP execution is usually the responsibility of the unit chain of command. Expectations of both the person being coached and the coach need to be discussed. Leader's Self-Awareness: The coach works directly with the leader to define both strengths and developmental needs. Simultaneously, with a subordinate, developmental needs, leader and subordinate jointly establish performance objectives and standards for the next period. The coach actively listens to how the leader perceives his potential. It is during this step that the coach helps the individual determine how to overcome barriers to development and how to implement an effective individual development plan to improve the leader's overall performance. Action Plans and Commitment: The coach and the individual develop an action plan defining specific actions that can improve the leader's performance within a given period. Effective performance counseling of officers, the subordinate's demonstrated performance and potential. Rather than dwelling on the past, focus on the future: the subordinate s strengths, there should be a follow up as part of a larger transition. Leaders in the chain of command who provide coaching have a profound impact on the development of their subordinate leaders. AR 623 105, and competencies. During performance counseling, leaders conduct a review of a subordinate s duty performance over a certain period. After the initial coaching session, further IDP development, areas of improvement, and focus areas to improve leader performance.
