professional development g-7 enlisted training fm 7-22.7 the army noncommissioned officer guide...
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FM 7-22.7
THE ARMY NONCOMMISSIONED
OFFICER GUIDE
Chapter 5Counseling and Mentorship
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Leader’s Responsibility
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Counseling
In order to develop soldiers to achieve: *Personal*Professional*Organizational skills
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Coaching
Leaders coach soldiers the same way any sport coach improves their team:
*By identifying weaknesses*Setting goals*Developing a plan of action*Then implementing the plan
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Effective Army Counseling Program
The Counseling ProcessAssess the Plan of Action
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THE COUNSELING PROCESS
Effective leaders use the counseling process. It consists of four stages:
· Identify the need for counseling.· Prepare for counseling.· Conduct counseling.· Follow-up.
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ASSESS THE PLAN OF ACTION
During the assessment, review the plan of action with the soldier to determine if thedesired results were achieved.
The leader and soldier should schedule futurefollow-up counseling sessions.
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Types of Developmental Counseling
*Event-Oriented Counseling*Counseling for Specific Instances*Performance and Professional Growth Counseling
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Event-Oriented Counseling
Event-oriented counseling involves a specific event or situation.
· Crisis counseling.· Reception and integration counseling.· Promotion counseling.· Separation counseling.
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Counseling for Specific Instances
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.· Actively listen to the soldier’s response.· Remain unemotional.· Teach the soldier how to meet the standard.
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Performance Counseling
During performance counseling, the leader conducts a review of the soldier’s duty performance during the previous quarter.
The leader and soldier jointly establish performance objectives and standards for the next quarter.
Do not dwell on the past, always move forward.
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Professional Growth Counseling
Leaders should begin the initial counseling within 30 days of arrival. Additional counseling occurs quarterly thereafter with an assessment at a minimum of once a month.
This counseling must include goals/expectations for most current quarter along with long term goals and expectations.
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MENTORSHIP
Developmental RelationshipSustain MentorshipNCO Mentorship of OfficersMentorship Builds the Future
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Developmental Relationship
Mentorship is clearly a developmental relationship and noncommissioned officers have a mandate to develop their soldiers.
When leader development actions occur within a mentorship relationship, their potential impact is greatly magnified, both for the individual and for the Army.
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Sustain Mentorship
The key to mentorship in the US Army is that it is a sustained relationship and may last through the entire career of a young soldier and even into retirement.
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Characteristics
· Personal, voluntary developmental relationship existing between soldiers.· Not bound by geographical location.· Common professional interests.· Shared Army Values.· Two-way communications.
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NCO Mentorship of Officers
Senior NCOs have a great deal of experience that is valuable to officers.
Even very senior officers seek trusted NCOs’ advice and counsel.
Especially in their early years, young officers need to be paired with experienced senior NCOs.
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Mentorship Builds the Future
Mentorship offers unparalleled opportunities to build a better Army.
Mentorship is the single, easiest way to develop young leaders.
Becoming a mentor is not a part-time job, it is an intense relationship between teacher and student.
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Leaders Counsel and Mentor because it is their duty and
primary tool in developing future leaders.
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Virginia Defense ForceFM 7-22.7Chapter 5
Counseling and Mentorship
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