Chapter 2
2-8 ATP 6-22.1 1 July 2014
Open the Session
2-41. In opening, the leader makes the purpose clear and establishes a subordinate-centered setting as
appropriate for the situation. The counselor establishes an atmosphere of shared purpose by inviting the
subordinate to speak and acknowledge the purpose. An appropriate purpose statement might be “SFC
Taylor, the purpose of this counseling is to discuss your duty performance over the past month and to create
a plan to enhance performance and attain performance goals.” If applicable, start the counseling session by
reviewing the status of the current plan of action.
Discuss the Issues
2-42. The leader and counseled individual should attempt to develop a mutual and clear understanding of
the counseling issues. Use active listening and invite the subordinate to do most of the talking—encourage
the subordinate to participate fully in the session. Leaders respond and ask questions without dominating
the conversation but help the subordinate better understand the subject of the counseling session, such as
duty performance, a situation and its effects, or potential areas for growth. Leaders must be open to
adjusting their understanding of the situation based on the subordinate’s input.
2-43. To reduce the perception of bias or early judgment, both leader and subordinate should provide
examples or cite specific observations. When the issue is substandard performance, the leader must be clear
what did not meet the standard. During the discussion, the leader must clearly establish what the
subordinate must do to meet the standard. It is very important that the leader frames the issue at hand as
substandard performance and prevents the subordinate from labeling the issue as unreasonable. An
exception would occur if the leader considers the current standard as negotiable or is willing to alter the
conditions under which the subordinate can meet the standard.
Develop a Plan of Action
2-44. A plan of action identifies a method and pathway for achieving a desired result, limited to one or two
realistic goals tied to work or life events with milestones that allow for monitoring progress. Before
developing the plan of action, the leader must assess whether the counseled subordinate understands the
purpose and any related issues. The plan of action must be appropriate and specific, showing the
subordinate how to modify or maintain specific behaviors to reach goals set during the counseling session.
For example: “PFC Miller, next week you’ll attend the map reading class with 1st Platoon. After class,
SGT Dixon will coach you through the land navigation course and help you develop your compass skills.
After observing you going through the course with SGT Dixon, I will meet with you again to determine if
you need additional training.”
Record and Close the Session
2-45. Although requirements to record counseling sessions vary, a leader always benefits from
documenting the main points of a counseling session, even informal ones. Documentation serves as a ready
reference for the agreed-upon plan of action and helps the leader track the subordinate’s accomplishments,
personal preferences, or issues. A good record of counseling enables the leader to make proper
recommendations for professional development, promotions, and evaluations. DA Form 4856 is designed
to help Army leaders conduct and record counseling sessions. Leaders must decide when counseling,
additional training, rehabilitation, reassignment, or other developmental options have been exhausted.
2-46. Army regulations require specific written records of counseling for certain personnel actions, such as
barring a Soldier from reenlisting, processing an administrative separation or placing a Soldier in the
overweight program. When a Soldier faces involuntary separation, the leader must maintain accurate
counseling records. Documentation of substandard actions often conveys a strong message to subordinates
that a further slip in performance or discipline could require more severe action or punishment.
2-47. Leaders should close the session by asking the counseled subordinate to summarize key points and
expectations based on the proposed plan of action. Leaders should establish any necessary follow-up
measures with the subordinate to support the successful implementation of the plan of action. Follow-up
measures may include providing the subordinate with specific resources and time, periodic assessments of
the plan and additional referrals. If possible, schedule future meetings before dismissing the subordinate.