1

Chapter 1

The Leader He was an old-time soldier. Clearly, he was the best man in the unit. He knew all the weapons and how to employ them. He was the expertand we all knew it. He would usually take a few minutes each day to tell one of us how to do something better; he gave us a chance to learn from our mistakes. When we were in the field, he would often tell us about his combat experiences, usually concentrating on his favorite topicthe importance of mission and men. It helped us understand. Speaking of understanding, he was pretty good at that, too. We knew he cared about his soldiers. He listened. He always took the time to talk to each of us when a problem came up. We always knew where we stood. And when we did well, he gave us a pat on the back. It wasnt easy to meet his high standards, but we knew what they were. He always met them himself. He was willing to work with us to reach those standards. We had to have drive to make it, but it sure felt good to receive an approving nod from him, especially when we did something that no one else could do, and did it well. Was he perfect? No, but it was a pleasure to serve with him. He was a leader who understood the important principles of leadership. And he did his best to live by those principles.

COUNSELING AND LEADERSHIP PRINCIPLES

Counseling is a basic responsibility of every leader and an important part of taking care of the troops. A soldier-to-soldier relationship, it recognizes and encourages good performance. Its principal objectives are developing the counselee, improving his well-being, and resolving his problems. Military experience points out the need for leaders at all levels in the Army to counsel effectively. 2

Chapter 1

The traditional leadership principles, the basis for the practice of good leadership, are also necessary for effective counseling. They were developed by soldiers who have experienced many of the problems leaders will face in future years. These time-tested principles provide all leaders with a common understanding of those skills necessary to lead, motivate, and inspire others: # Know yourself and seek self-improvement. # Be technically and tactically proficient. # Seek responsibility and take responsibility for your actions. # Make sound and timely decisions. # Set the example. # Know your soldiers and look out for their wellbeing. # Keep your soldiers informed. # Develop a sense of responsibility in your subordinates. # Ensure that the task is understood, supervised, and accomplished. # Train your soldiers as a team. # Employ your unit in accordance with its capabilities.

COUNSELING AND THE LEADER

To be an effective counselor, a leader must understand his be, know, and do attributes. FM 22-100 describes these attributes in detail. Briefly, what a leader must be is described by the professional Army ethic and professional character traits. What he must know includes technical and tactical information, people, and the situation. What he must do is provide leadership that directs, implements, and motivates. 3

Chapter 1

A leaders personal beliefs, technical know-how, and motives are important. To be respected and believed by his soldiers, he must have a sound professional foundation. His strengths and weaknesses as well as his sincerity will be quickly sensed; soldiers know if a leader cares and is concerned for their well-being. The leaders character and competence are demonstrated to others by his conduct in day-to-day activities. His personal example sets the standards. Therefore, a leader should meet or exceed the standards of conduct and performance expected of subordinates. Advice and guidance offered in counseling will not be followed if the leader himself does not meet the required standards. Counseling is valuable to the leader in a number of ways. It can clear up misunderstandings. It can save time by teaching soldiers to solve their own problems. It can also help to improve an individuals motivation and to develop teamwork. Counseling provides leaders the opportunity to talk with subordinates and to learn more about their concerns and the problems they face in the unit. Finally, counseling can help keep good soldiers in the Army. Counseling is inherent in leadershipat any time, in any environment. Counseling responsibilities range from holding scheduled, structured counseling sessions to reacting to problem situations as they occur or giving on-the-spot guidance and praise. Every day the smallunit leader is faced with many different situations where timely guidance may help subordinates to solve their problems and to perform up to their capacity. It need not take an hour; two to three minutes of reinforcement for a job well done is meaningful to a soldier. Sometimes the leader initiates counseling to discuss a soldiers effectiveness, discipline, appearance, or some other matter the leader has noticed. At other times, the soldier brings his problem to the leader. Problems may range from dislike of the job to emotional or financial trouble. Whatever the situation, leaders who care take the time to counsel, and leaders who care take the time to praise.

Chapter 1

IMPORTANCE OF PRAISE Successful leaders use praise effectively. Identifying shortcomings and then telling soldiers what must be improved are a leaders responsibility. Praising soldiers for their improvement and proper performance is even more important. Sincere and honest praise lets soldiers know that their leader appreciates their efforts. Praising subordinates is a simple act that takes little time but will provide many benefits. With a few positive, encouraging words and a pat on the back, the leader can recognize and reinforce desired behavior and performance. A soldier who feels that his best efforts are valued by his leader is likely to continue in those efforts. It is important that the soldier know he is viewed as a valuable member of the unit. With praise, leaders can create and reinforce a positive self-image in their soldiers, making them feel like winners. This is most desirable in confusing or unclear situations where the soldier is trying to do the right thing but is uncertain

LEADERS WHO CARE TAKE THE TIME TO COUNSEL

Chapter 1

of his actual performance. For example, troops in initial entry training are uncertain of themselves, but they feel a sense of pride when praised by their leaders for improved performance. Soldiers in combat also need a few words of praise to let them know they have done the right thing in a difficult situation. Some soldiers are assigned necessary but boring and unchallenging tasks. They, too, must be praised for their contributions to the overall success of the unit. Praise should be a part of every leaders normal day-to-day leadership action. Its contribution to soldier development cannot be overstated. SOLDIER DEVELOPMENT In peacetime, all leaders are responsible for developing and preparing subordinates to assume higher positions in wartime. Counseling is one means of developing subordinates. A good leader counsels subordinates to Praise and reward good performance. Develop teamwork. Inform soldiers on how well or how poorly they are performing. Assist soldiers to reach required Standards. Cause soldiers to set personal and professional goals. Help soldiers resolve personal problems. Such actions demonstrate that a leader cares about the individual soldier. Firm and caring leadership helps create a climate in which soldiers are motivated and are enthusiastic and willing to perform their tasks. American soldiers have always responded well to a leader who listens to their concerns, provides advice and assistance, and deals with them fairly and honestly, even though, at the same time, he insists on high standards. This positive climate is developed through sincere and continuous effort over time, not just through scheduled counseling to meet a requirement. 6

Chapter 1

The leaders efforts to develop soldiers should accomplish four objectives: Cause the soldier to recognize strengths or shortcomings and define any problems. This calls for patience, sincere interest, and clear thinking. Have the soldier determine possible courses of action based on facts, and then cause him to select one. This requires skill, knowledge, and restraint. Cause the soldier to actually take the appropriate action. This will depend on the soldiers commitment to his decision. Have the soldier assume full responsibility for his decisions and actions. This can be met only if the first three objectives are accomplished. In any counseling effort, the leader must show that he understands and accepts how the subordinate feels and acts. He needs to imagine himself in the soldiers position with the soldiers experience. He should try to see things the way the soldier does. This does not mean that the leader must agree with the subordinate or condone all his actions, but he should try to understand how the soldier feels. The leader can then ask questions in a meaningful way. Accepting means enabling subordinates to express their true feelings. A soldiers feelings are real. To bluntly tell someone his feelings are all wrong is to show a nonaccepting attitudeand the chance to assist may be lost. On the other hand, effective counseling can free a soldiers mind from pressures that are harmful both to the individual and to the unit. RESPONSIBILITIES FOR COUNSELING Counseling is a fundamental responsibility of every leader. Leaders at all levels have a responsibility to assist and develop subordinates. All leaders must be coaches, trainers, and teachers. If leaders do not counsel their soldiers, they are not doing what the Army demands. If a leader fails to counsel, he has failed in a major responsibility and can expect to be held accountable. When evaluating the performance of subordinate leaders, 7

Chapter 1

a leader must consider how often and how well the junior leader counsels his subordinates. Soldiers expect to be told how they are performing and have a right to seek assistance and guidance from their leaders. In general, leaders must coach and guide their immediate subordinates. Battalion commanders counsel company commanders who in turn counsel their first sergeants and platoon leaders. Such a process enables soldiers to learn from the experience and knowledge of their leaders. These one-on-one relationships foster individual growth and improved unit performance. IT IS AN ABSOLUTE REQUIREMENT THAT LEADERS REGULARLY COUNSEL THEIR SOLDIERS. THE LEADER WHO NEGLECTS TO COUNSEL HIS SUBORDINATES IS NEGLIGENT IN HIS PERFORMANCE OF DUTY. How frequently a leader counsels or becomes involved in referring soldiers to seniors in the chain of command or to agencies outside the unit is determined by rank, leadership position, experience, and skill. For example, a company commander may need to counsel his first sergeant quarterly and a newly commissioned platoon leader every other week. The basic requirements for leadership counseling at different levels of a unit are described below. Those NCOs with their soldiers daily, mostly staff sergeants and sergeants, must Prepare, conduct, and follow up counseling sessions. Praise, coach, and constructively critique subordinates during everyday contacts and in scheduled sessions. Identify subordinates who need personal or performance counseling. Know their own capabilities and limitations. Become familiar with various referral agencies and follow unit policies for using them. Keep required counseling records. Keep the chain of command informed.

DEVELOP A SENSE OF RESPONSIBILITY IN YOUR SUBORDINATES

Chapter 1

Senior NCOs have the same basic responsibilities and, in addition, must Praise and recognize subordinates performance. Train and develop subordinate leaders to become capable counselors. Ensure junior NCOs are counseling effectively and as required. Handle situations referred to them by subordinate leaders. Junior officers, in addition to the counseling requirements assigned to NCOs, must Praise and recognize subordinates performance. Handle situations referred to them by their senior NCOs. Develop senior NCOs to become better counselors. Counsel subordinate leaders. Unit commanders must Ensure the unit has an effective counseling program. Develop a training program to improve the counseling skills of NCOs and officers. Handle counseling problems referred through the chain of command. Establish a policy for deciding when outside help is needed and for contacting a referral agency. Counsel subordinate leaders under their direct control. Sometimes the leader may be responsible for writing down what was said during counseling. In some units, a report, record, or memorandum for record is required. The leader must tell the counselee if this is the case. A record is advisable in all counseling cases, however, because it provides a useful plan of action for the counselee, an inarguable journal of promises made during counseling, and, finally, a useful log of background information for the leader should some official action become necessary. A skilled leader uses this written plan as a positive force for change rather than as a threat to the counselee. 9

Chapter 1

The counselors responsibility is not over when the subordinate leaves the office. It is very important that the leader take the necessary follow-up action, which includes continually evaluating performance against established standards. This ensures that the objective has been accomplished, the subordinate has corrected any deficiencies, and the soldier is attempting to improve his performance. Improvement should be recognized through the use of praise, rewards, performance counseling, and other suitable methods. If there is no improvement, the situation should be re-examined to determine why. Further leader actions, such as referral to another counselor, disciplinary measures, or reassignment, may be in order.

SUMMARY
This chapter has presented the principles of leadership and has explained that leaders at all levels must understand and apply these principles in order to be effective counselors. Following are some key points to remember. Counseling Is the responsibility of leaders at all levels. I S an important part of taking care of the troops. Ranges from brief words of praise or timely bits of guidance to lengthy and structured sessions. Can show soldiers that their leader really cares. Can result in both individual and teamwork development. Can result in retaining good soldiers in the Army.

10