This document provides guidance on counseling soldiers, including developmental counseling, adverse counseling, and follow-up counseling. It outlines the purpose and steps for counseling, including preparing, conducting, and following up on counseling. Key aspects covered include using the DA Form 4856 for counseling, the "magic statement" for adverse counseling, and ensuring specific, measurable, and agreed upon goals are set in the plan of action with follow-up. Counseling should aim to develop soldiers and correct issues in a constructive manner.

1. Counseling
to Lead

2. MSG MIKE ELDRED

3. AR 600-20 Army Command Policy & Procedure
AR 27-10 Military Justice
FM 6-22 Army Leadership
FM 27-1 Commander’s Legal Guide
FM 7-22.7 NCO Guide
DA PAM 350-58 Leader Development
DA PAM 623-3 EVALUATION REPORTING
SYSTEM
DA PAM 600-25 U.S. ARMY NON-
COMMISSIONED OFFICER PROFESSIONAL
DEVELOPMENT GUIDE
Department of The Army, Inspector General
Counseling Guide, Sep 03

6. Developmental Counseling
"Subordinate-centered communication that
produces a plan outlining actions necessary for
subordinates to achieve individual or
organizational goals." (para 5-90, FM 22-100,
Army Leadership, Aug 99 -revoked-)
"Counseling is the process used by leaders
to review with a subordinate the
subordinate’s demonstrated performance
and potential." (Para B-1, FM 6-22 Army
Leadership, Oct 06)

7. Developmental Counseling
"The best counseling is always looking
forward. It does not dwell on the past and
on what was done, rather on the future and
what can be done better. Counseling at the
end of the rating period is too late since
there is no time to improve before
evaluation." (Para C-2, DA PAM 623–3,
Evaluations, Aug 07)

8. +INSTANCES OF SUPERIOR OR SUBSTANDARD
PERFORMANCE.
+RECEPTION AND INTEGRATION
COUNSELING. **
+CRISIS COUNSELING. **
+REFERRAL COUNSELING.
+PROMOTION COUNSELING. **
+SEPARATION COUNSELING. **
SEE THE INSPECTOR GENERALS HANDBOOK ON COUNSELING FOR A MORE
COMPLETE LIST OF ALL MANDATORY COUNSELING.
Event Counseling

9. Adverse Counseling
Examples
Lost ID card/meal card (violation of Article
108)
Missing formation (violation of Article 86)
Failure to obey orders (violation of Article 92)
Disobeying an order from an NCO (violation of
Article 91)
Lying (violation of Article 107)
Not signing in as directed by an officer
(soldier on restriction) (violation of Article 90)
Disrespect to an NCO (violation of Article 91)
Poor work performance (violation of Article 92)

10. Developmental Counseling
Develop subordinates in order to:
achieve organizational and
individual goals
Improve performance
Solve problems

11. Steps to Counseling
• Identify the need for counseling.
• Prepare for counseling.
• Conduct counseling.
• Follow-up.

13. 1. Basic Soldier Information
2. Duty and Responsibility
3. Location of Quarters and Strip Map from Duty
Location.
4. Physical Training data
5. Mandatory Training Status
6. Certificates of Training records
7. Counseling:
a. Initial - Reception and Integration
b. Developmental (monthly/Quarterly)
c. Referral
D. Promotion
E. Separation

14. General Counseling Form
DA 4856

16. PART I –
ADMINISTRATIVE DATA
Name
Rank
Date
Organization
Name of Counselor
Guess What has changed?
No Social Security Number

17. PART II – BACKGROUND
INFORMATION
List the Facts and Observations
Fact: SM missed movement on 5 January at
0800
Fact: SM rescued three kittens from sewer
Observation: SM has difficulty in working with
staff
Observation: Staff rely on SM to accomplish
all administrative procedures and schedules

18. PART III – SUMMERY OF
COUNSELING

19. Magic Statement
The following "magic" statement is required for any counseling
that may result in further actions:
Pursuant to paragraph 1-16, AR 635-200, this constitutes a formal
counseling session concerning your noted deficiencies. You will be
given a reasonable period of time to correct these deficiencies and
to rehabilitate yourself into a productive, satisfactory soldier. If
your performance and conduct continue to be unsatisfactory, you
may receive punishment under Article 15, UCMJ (Uniform Code
of Military Justice) or be processed for separation under the
provisions of Chapter 5, 9, 11, 13, 14, or 18, AR 635-200. If you are
processed for separation under the provisions of AR 635-200, you
may receive a general discharge or other than honorable discharge.
Each type of discharge may have serious consequences affecting
civilian employment, veteran's benefits, or future service in the
Armed Forces.

20. PART III – SUMMERY OF
COUNSELING
Plan of action
Define what will be done to
correct the behavior
Set goals and gates and
describe proof
outline exact time and dates of
tasks
Explain how you will be
present when the SM goes to
referral agencies
Decide together what can be
done to fix the issue
set realistic goals that are both
agreed upon
build a timeline
list out the referral agents and
define how to prove they are
used

21. Terms
Non-Judicial Punishment (Needs UCMJ)
Extra Duty
Non-Punitive Measures (Does not need UCMJ)
Counseling
Administrative Reprimands or Admonishments
MOS Reclassification
Denial of pass or other privileges
Administrative Reduction in Grade
Bar to Reenlistment
Additional Training

23. Additional Training
Know the difference between Measures and punishment.
Unsure?
Supervision must be local - do not entrust supervision to
the SDO or NCO. Supervising your troop is your duty.
Define Success
Never leave it open-ended. Have a timeline, stick to it.
Tie goes to the runner.
Have a way to assess training success.
Additional Training must be about task development not
a punishment.

24. REVOCATION OF
PRIVILEGES

25. Commanders are the only ones who can revoke
privileges…
You can recommend or request -
but you better have an
appropriate counseling to back up
the request.

26. THINGS THAT CAN BE REVOKED...
BY COMMANDERS.
Pass
Civilian Clothing
Personal Property
Driving Privileges
PX
Commissary
Alcohol
MWR
Off Post Living
Visitation
Tobacco
Weapons
Off Duty Employment
Unit Sports

27. • To help resolve the problem or improve
performance, determine the subordinate’s role in the
situation and what the subordinate has done.
• Draw conclusions based on more factors than the
subordinate’s statement.
• Try to understand what the subordinate says and
feels; listen to what is said and how it is said
• Display empathy when discussing the problem.
• When asking questions, be sure the information is
needed.
• Keep the conversation open-ended and avoid
interrupting.
• Give the subordinate your full attention.
GENERAL GUIDELINES:

28. •Be receptive to the subordinate’s emotions, without
feeling responsible to save the subordinate from
hurting.
•Encourage the subordinate to take the initiative and to
speak aloud.
•Avoid interrogating.
•Keep personal experiences out of the counseling
session, unless you believe your experiences will really
help.
•Listen more and talk less.
•Remain objective.
•Avoid confirming a subordinate’s prejudices.
•Help the subordinates help themselves.
•Know what information to keep confidential and what
to present to the chain of command, if necessary.

29. FOLLOW-UP

30. FOLLOW-UP
•Tell them when the
success or failure of the
plan will be reviewed.
•Explain that the SM
does not have to be
there when the
assessment is done.
•Give the SM an idea of
the consequence to
failure.
•Describe the specifics of
failure or success.
•Not just that it worked or
did not work.
•List action taken due to
failure.
•List recommendations
caused by success

31. References
Reasons
Way
Means
Review

32. • Use the plan of action and the assessment on the back
of DA Form 4856, Developmental Counseling, to show
lack of rehabilitation.
• Put the commander's signature block in the plan of
action block when placing a soldier on restriction or
pulling pass privileges.
• Always use the "magic" statement if the counseling will
be used for further actions.
• Identify specific Articles of the UCMJ violated, and
organize the charges if the soldier's actions require a
court martial.
• Always give the Soldier a copy of DA Form 4856 at the
end of the counseling session. This prevents the Soldier
from claiming he did not understand the required
corrective training.

33. AR 27-10
3–3. Relationship of nonjudicial punishment to nonpunitive measures (para 1g, part V, MCM, 2008)
a. General. Nonjudicial punishment is imposed to correct misconduct in violation of the UCMJ. Such conduct may
result from intentional disregard of, or failure to comply with, prescribed standards of military conduct. Nonpunitive
measures usually deal with misconduct resulting from simple neglect, forgetfulness, laziness, inattention to
instructions, sloppy habits, immaturity, difficulty in adjusting to disciplined military life, and similar deficiencies.
These measures are primarily tools for teaching proper standards of conduct and performance and do not constitute
punishment.
Included among nonpunitive measures are denial of pass or other privileges, counseling, administrative reduction in
grade, administrative reprimands and admonitions, extra training (see AR 600–20), bar to reenlistment, and military
occupational specialty (MOS) reclassification. Certain commanders may administratively reduce enlisted personnel
for inefficiency and other reasons. This authority exists apart from any authority to punish misconduct under UCMJ,
Art. 15. These two separate and distinct kinds of authority should not be confused.
b. Reprimands and admonitions. (1) Commanding officers have authority to give admonitions or reprimands either as
an administrative measure or as nonjudicial punishment. If imposed as a punitive measure under UCMJ, Art. 15, the
procedure set forth in paragraph 4,
Part V, MCM, 2008, and in section III of this chapter must be followed. (2) A written administrative admonition or
reprimand will contain a statement that it has been imposed as an administrative measure and not as punishment
under UCMJ, Art. 15 (see AR 600–37). Admonitions and reprimands imposed as punishment under UCMJ, Art. 15,
whether administered orally or in writing (see para 5c(1), part V, MCM, 2008), should state clearly that they were
imposed as punishment under that article.
c. Extra training or instruction. One of the most effective nonpunitive measures available to a commander is extra
training or instruction (see AR 600–20). It is used when a Soldier’s duty performance has been substandard or
deficient; for example, a Soldier who fails to maintain proper attire may be required to attend classes on th e wearing
of the uniform and stand inspection until the deficiency is corrected. The training or instruction must relate directly to
the deficiency observed and must be oriented to correct that particular deficiency. Extra training or instruction may
be conducted after duty hours.

34. AR 600-20
4–6. Exercising military authority
a. Military authority is exercised promptly, firmly, courteously and fairly. Commanders should consider administrative
corrective measures before deciding to impose nonjudicial punishment. Trial by court-martial is ordinarily inappropriate
for minor offenses unless lesser forms of administering discipline would be ineffective (see MCM, Part V, and chap 3, AR
27–10).
b. One of the most effective administrative corrective measures is extra training or instruction (including on-the-spot
correction). For example, if Soldiers appear in an improper uniform, they are required to correct it immediately; if they
do not maintain their housing area properly, they must correct the deficiency in a timely manner. If Soldiers have training
deficiencies, they will be required to take extra training or instruction in subjects directly related to the shortcoming.
(1) The training, instruction, or correction given to a Soldier to correct deficiencies must be directly related to the
deficiency. It must be oriented to improving the Soldier’s performance in his or her problem area. Corrective measures
may be taken after normal duty hours. Such measures assume the nature of training or instruction, not punishment.
Corrective training should continue only until the training deficiency is overcome. Authority to use it is part of the
inherent powers of command.
(2) Care should be taken at all levels of command to ensure that training and instruction are not used in an oppressive
manner to evade the procedural safeguards applying to imposing nonjudicial punishment. Deficiencies satisfactorily
corrected by means of training and instruction will not be noted in the official records of the Soldiers concerned.