Making the Most of Mid-Term Counseling

Think back to your last mid-term counseling. Do you remember your last mid-term counseling? How much time did your supervisor

take with you to help identify exactly where you are in your career and what you stil need to accomplish before you can advance to the next

pay grade? Did individuals walk away from the counseling knowing that the chain of command cared about their career?

Mid-term counseling is a mandatory part of our performance appraisal system, but is it being done effectively(?) Mid-term counseling

can only help if all involved put the time and effort into making sure the counseling is meaningful, factual and accurate.

Considering individuals work for the Navy 365 days of the year, it's not too much to ask that supervisors put forth the sincere effort to

ensure the personal growth and performance of their Sailors is discussed in a manner that yields progress.

Mid-term's five counseling objectives are clear. But achieving them isn't as easy as you may think. The five objectives are:

- Identify important strengths and shortcomings. A fair, accurate, and realistic assessment of performance is crucial to the process.

- Address specific performance problems, concentrating on ways to develop growth in these areas. Also include the individual's

strengths and encourage their future development. Point out ways to improve, but don't dwell on unimportant faults in the belief that criticism

is essential to counseling.

- Present a performance growth plan, if appropriate. Be sure that goals are challenging but realistic and attainable for the Sailor.

- Ensure the Sailor has a clear understanding and acknowledges her/her performance during the review period.

- Review what is expected of the Sailor before the next counseling session or evaluation report. Ensure the Sailor understands each

supervisor's expectations.

The counseling objectives are clear, but somewhat difficult to perform effectively. Each of the objectives calls for all to communicate

in an open and meaningful manner. Mid-term counseling is not a paperwork drilL. It's not a time to tell your better Sailors, "You're doing

everything right.. .just don't change a thing and your evaluation wil be fine." All of our Sailors are entitled to constructive feedback on a semi-

annual basis.

For counseling to be trly productive, there are things that must be done by the counselor and the counselee.

Counselors should schedule time in their schedule so they are not rushed or interrpted. Additionally, they should gather as much

information on the Sailor as possible so they have what he or she needs to highlight both strong points and weaknesses. It's probably also a

good idea to think about what you plan to say at the opening of the counseling session and how you plan to close it. Each Sailor is different

and wil iikely respond to counseling in a different manner. If you truly know your people, you'll know how to alter your approach to ensure

they feel comfortble talking to you.

An excellent idea is to have the counselee complete a self-appraisal (see attched format below). The counselee should also do his or

her best to write down what they have done since the last evaluation. The more specific, the better the feedback.

Finally, counseling is not one-way conversation. Counseling is not a lecture from the supervisors. Effective counseling focuses on

the Sailor's accomplishments and/or weaknesses, not the counselor's. Too many counselors tend to inject themselves too often. Unless the

counselor is the counselee's mentor, one should not assume that for a Sailor to be successful he or she must do as you have done. There are

many right paths to take in the Navy. If a counselor implies that the only road to success is to do as they did, the counseling is probably not

very constructive.

Why focus on counseling? Cleary every one matters. As we navigate through our careers, we all need feedback. Without feedback,

we might come to believe we have reached our peak performance. Honestly, have you ever met a Sailor who couldn't do a little more, ifhe or

she was provided constrctive feedback(?)

Leadership is about doing the right thing. It's also about managing your Sailors' careers. The trth is... no one in the Navy cares more

about an individual's career than the individuaL. The challenge is that each individual should ensure their mid-term counseling is meaningful

by being prepared and engage in the conversation with your supervisors, in order to help shed light on what each might be able to do in terms

of improvement. Additionally, supervisors who conduct mid-term counseling, must make a concerted effort to provide their Sailors with

quality time and really listen to them. Experience shows that when you let a Sailor tell you about what he or she likes about his or her job and

the Navy, the answers often are surprising, and lead to constrctive and meaningful counseling. Written by FLTCM(AW/SW) J.R. Thompson

I. Name (Last. First MI Suffx)

PRI:COLL:WATCH:PLATFORM:

RCS BUPERS 1610-I(Modified)4. SSN

For Mid-term Counseling Usc. (When completing EVAL,cnler 30 and 3 i from counseling record, sign 32.)

30. Date Counseled

2IJUN083 i. Counselor

AMCS(A W) SKINNER32. Signature of Individual Counseled

PERFORMANCE TRAITS: 1.0 - Below standards/not progressing or UNSAT in anyone standard; 2.0 - Does not meet all 3.0 standards; 3.0 - Meets all 3.0standards; 4.0 - Exceeds most 3.0 standards; 5.0 - Meets overall criteria and most of the specific standards for 5.0. Standards are not all inclusive.

PERFORMANCE 1.0' 2.0' 3.0' 4.0'TRAITS Below Standards Pro- Meets Standards Aboveres sin Standards

5.0'Greatly Exceeds Standards

33.PROFESSIONALKNOWLEDGE:Technical know-Ledge & practicalApplication.

NOB D

-Marginal knowledge of rating,specialty or job.-Unable to apply knowledge to solveroutine problems.-Fails to meet advancement/PQSrequirements.

D

-Strong working knowledge of rating,specialty and job.-Reliably applies knowledge toaccomplish tasks.-Meets advancement/QSrequirements on time.

-Recognized expert, sought out by allfor technical knowledge.-Uses knowledge to solve complextechnical problems.-Meets advancement/PQS require-ments early/with distinction.

D D D34.

QUALITY OFWORK:Standard of work;Value of endproduct.

NOB D35.COMMAND ORORGANIZATIONALCLIMATE/EQUALOPPORTl.NITY:Contributing to growthand development,human worth,community.

NOB D

-Needs excessive supervision.-Product frequently needs rework.

-Wasteful of resources.

D-Actions counter to Navy's retention!reenlistment goals.-Uninvolved with mentoring orprofessional development of subordinates.-Actions counter to good order anddiscipline and negatively affectCommand/Organizational climate.-Demonstrates exclusionary behavior.Fails to value differences from culturaldiversity.

D

D-Needs little supervision.-Produces quality work. Few errorsand resulting rework.-Uses resources effciently.

-Needs no supervision.-Always produces exceptional work.No rework required.-Maximizes resources.

D D DD-Positive leadership supports Navy'sincreased retention goals. Active indecreasing attrition. -Actions adequatelyencourage/support subordinates' personal &professional growth. -Demonstrtesappreciation for contrbutions of navypersonnel. Positive influence on Commandclimate. -Values differences as strengths.Fosters atmosphere of acceptance/inclusionper EO/EEO policy.

-Measurbly contributes to Navy's increasedretention and reduced attrition objectives. -Proactive leader/exemplary mentor. Involvedin subordinates' personal developmentleading to professional growth/sustainedcommitment. -Initiates support programs formilitary, civilian, and familes to achieveexceptional Command and Organizationalclimate. -The model of achievement.Develops unit cohesion by valuingdifferences as strengths.D D D D

36.MILITARYBEARING/CHARACTER:Appearance,Conduct, physicalFitness, adherenceto Navy Core

Values. NOBD37.PERSONAL JOBACCOMPLISH-MENT/IN ITA TIVE:Responsibility,Quantity of work.

NOB DNA VPERS i 61 0/2 (7-95)

-Consistently unsat appearace.-Unsatisfactory demeanor/conduct.-Unable to meet one or morephysical readiness standards.

-Fails to live up to one or moreNavy Core Values: HONOR,COURAGE, COMMITMENT.

D-Needs prodding to attainqualification or finish job.

-Prioritizes poorly.

-Avoids responsibility.

D

-Excellent personal appearance.-Excellent demeanor or conduct.-Complies with physical readinessprogrm, within all standards.-Always lives up to Navy CoreValues: HONOR, COURAGE,COMMITMENT.

-Exemplary personal appearance.-Exemplary representative of Navy.-Excellent or outstanding PRT. Aleader in physical readiness.-Exemplifies Navy Core Values:HONOR, COURAGE,COMMITMENT.D D D D

-Productive and motivated. Completestasks and qualifications fully and ontime.-Plans/prioritizes effectively.

-Energetic self-starter. Completestasks or qualifications early, farbetter than expected.-Plans/prioritizes with exceptionalskill and foresight.-Seeks extra responsibility and takeson the hardest jobs.

-Reliable, dependable, willinglyaccepts responsibility.D D D D

MID-TERM COUNSELING RECORD (EI-E6) (cont'd)i. Name (Last, First MI Suffx) 12. Rate 13. Desig

PERFORMANCETRAITS

38.TEAMWORK:Contributions toteam building andteam results.

NOB D39.LEADERSHIP:(Optional for EI-E3)Organizing,motivating anddeveloping others toaccomplish goals.

NOB D

RCS BUPERS 1610-I(Moditied)

14. SSN

1.0'Below Standads

2.0'Pro-

iressine

4.0'Above

Standards

5.0'Greatly Exceeds Standards

-Team builder, inspires cooperationand progress.-Focuses goals/techniques for teams.-The best at accepting and offeringteam di recti on.

-Creates conflict, unwilling to workwith others, puts self above team.-Fails to understand team goals orteamwork techniques.-Does not take direction welL.

3.0'Meets Stadards

-Reinforces others' efforts, meetscommitment to team.-Understands goals, employs goodteamwork techniques.-Accepts and offers team direction.

D D DD-Fails to motivate, train or developsubordinates.-Fails to organize, creates problemsfor subordinates.-Does not set or achieve goalsrelevant to command mission.-Lacks ability to cope with ortolerate stress.-Inadequate communicator.-Tolerates hazards or unsafepractices.-Does not attend to welfare ofsubordinates.

D- Inspiring motivator and trainer,consistently builds winners.-Superb organizer, great foresight,gets ahead of problems.-Leadership achievements signific-antly furthers command mission.- Perserveres

-Effectively motivates, trins anddevelops subordinates.-Organizes successfully, solvesproblems as they occur.-Sets/achieves useful, realistic goalswhich support command mission.-Performs and leads effectively instressful situations.-Clear, timely communicator.-Ensures safety of personnel andequipment.-Routinely considers subordinates'

personal and professional welfare.

D D DD D

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¡¡r"~\"'~'G_~I'~J~_ _ ~':\I\,~,~I".:'")..i"I...,I.I.i"""T.i.i.,,, iil', l:h'_"~~') _ _ ____ _ __ _ ~________ ~___________~43.· Identify Important Strengths:· Identify Important Shortcomings:· Address specific performce problems & discuss ways to imrove in these areas:· Present a performce growh plan (if needed):· Discuss what's expected of the Sailor prior to next counseling session/ eval report:· Ensure Sailor has a clear understanding & acknowledges their performnce during this

review period:· Memer to identify 3 items accomlished within the past 6 months and 3 things intended to

be accomplished within the next 6 months:

NAVPERS 1610/2 (7-95) Revised (16 Nov 06)

Date:

MID-TERM COUNSELING INPUT FROM:(put your name above here)

Specific Accomplishments (i.e. SOPs Written/Signifcant Tasks/Initiatives Completed):

Directed/Orchestrated/Reviewed the development of the following:

Command Items involved with:

Other Initiatives (i.e. training, dept.div. support, etc):

Collateral Duties (those that you have been pro-active in and their results):

Command InvolvementIolunteer Support:

Correspondence Courses and/or Outside Education Completed:

AwardslRecognition:(Example: Global War On Terrorism Service Medal (lSI AWARD) March 05)

Operational/Deployed Involvement:(Example: Deployed aborad USNS COMFORT March 05)

(For O(fcers. CPOs. & LPOs) Comments on Efforts & Ouality of Results in Fostering a CommandlWorkolace EnvironmentConducive to the Improvement of "PERSONNEL RETENTION", Contribution to "PERSONNEL ADVANCEMENT", Increased"EDUCATIONAL OPPORTUNITIES", Overall "CAREER DEVELOPMENT", & Results of RETENTION EXCELLENCEA WARD PROGRAMS":

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