Event-oriented counseling addresses a specific event or situation. It may precede events, such as going to a promotion board or attending a school, or it may follow events, such as noteworthy duty performance, a problem with performance, or a personal problem.
Examples of event-oriented counseling include, but are not limited to instances of superior or substandard performance, reception and integration counseling, crisis counseling, referral counseling, promotion counseling, and separation counseling.
Soldier Positive Counseling Examples
Positive Counseling Examples [SSG P]
Not Recommended for Promotion Counseling
Promotion Counseling (not recommended) .xfdl
Counseling for Promotion Board (xfdl)
Recommended for Promotion Board (.doc)
Promotion Counseling (recommended/.xfdl)
Missed Accountability Formation(.doc)
Counseling, Ran Stop Sign, No Insurance
USAREUR Speeding Ticket Counseling (.xfdl form)
Convalescent Leave Counseling (.xfdl)
Government Travel Card (GTCC) Counseling
Fraternization/Improper Relationship Counseling
Reserve/Guard: SGLI Premiums in Drill/No-Pay Status
DA 4856 APFT Failure Counseling Example
Weight Control Program Removal (.docx)
Weight Control Program Counseling (.doc)
DA Form 4856 for Lateness (.htm version)
Insubordinate Conduct/Failure to Follow Orders
Disrespect Toward an NCO Example (.doc)
Failure to Follow Instructions (Field)
False Official Statement Counseling (.doc)
DA Form 4856 Accessory After the Fact
How to Say Youre Not Getting an Award
5-13. Sometimes counseling is tied to specific instances of superior or substandard duty performance. For example, you tell your soldier whether or not the performance met the standard and what the soldier did right or wrong. The key to successful counseling for specific performance is to conduct the counseling session as close to the time of the event as possible.
5-14. When counseling a soldier for specific performance take the following actions:
Tell the soldier the purpose of the counseling, what was expected and how they failed to meet the standard.
Address the specific unacceptable behavior or action, not the persons character.
Tell the soldier the effect of the performance on the rest of the unit.
Actively listen to the soldiers response.
Teach the soldier how to meet the standard.
Be prepared to do some personal counseling since the lack of performance may be related to or the result of a personal problem.
Explain to the soldier what will be done to improve performance (plan of action). Identify your responsibilities in implementing the plan of action.
Continue to assess and follow-up on the soldiers progress. Adjust the plan of action as necessary.Reception and Integration Counseling
5-15. Leaders must counsel new team members when they report in. Reception and integration counseling serves two purposes: First, it identifies and helps fix any problems or concerns that new members have, especially any issues resulting from the new duty assignment. Second, it lets them know the unit standards and how they fit into the team. Reception and integration counseling starts the team building process and lets the soldier know the leadership cares. Reception and integration counseling clarifies job titles and it sends the message that the chain of command cares. Reception and integration counseling should begin immediately upon arrival so new team members can quickly become integrated into the organization. Figure 5-3 gives some possible discussion points.
5-16. You may conduct crisis counseling to get a soldier through the initial shock after receiving negative news, such as notification of the death of a loved one. You help the soldier by listening and providing assistance, as appropriate. Assistance may include referring the soldier to a support activity or coordinating external agency support. Crisis counseling focuses on the soldiers immediate, short-term needs.
5-17. Referral counseling helps soldiers work through a personal situation and may follow crisis counseling. Referral counseling also acts as preventative counseling before the situation becomes a problem. Usually, the leader assists the soldier in identifying the problem.
5-18. Outside agencies can help leaders resolve problems. Although it is generally in an individuals best interest to seek help first from his first line leader, leaders must always respect an individuals right to contact these agencies on their own. Leaders can refer the soldier to the appropriate resource, such as Army Community Services, a Chaplain, or a substance abuse counselor. Additional information on support activities can be found in Appendix B, Army Programs or in FM 6-22 (22-100), Appendix C.
Helping soldiers cope with personal ans more than referring the soldier to another person- the chaplain, a doctor, or counselor. Until the problem is resolved, you have a soldier with a problem in your unit, so its your problem…. Let your soldiers know what youre doing to help them solve their problems.
5-19. Commanders or their designated representatives must conduct promotion counseling for all specialists, corporals and sergeants who are eligible for advancement without waiver, but are 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 eligibility and then periodic (performance and personal growth) counseling at least quarterly.Adverse Separation Counseling
5-20. 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, Chapter 1, paragraph 1-16 and Chapter 17.)
5-21. Developmental counseling may not apply when a soldier has engaged in more serious acts of misconduct. In those situations, the leader should refer the matter to the commander and the servicing staff judge advocates office. When the leaders rehabilitative efforts fail, counseling with a view towards separation fills an administrative prerequisite to many administrative discharges and serves as a final warning to the soldier to improve performance or face discharge. In many cases, it may be beneficial to involve the chain of command as soon as you determine that adverse separation counseling might be required. The first sergeant or commander should inform the soldier of the notification requirements outlined in AR 635-200.
Type or paste contributions or comments below and clickSend. Thanks!