Are You An Effective Counselor? (Part Two)
By Phil Varnak
Saturday, March 1, 2008
Editor's Note: This is Part Two of this article. Here is Part One.
Be Sure to Check out these Counseling Checklists
Characteristics of the Directive Approach
In a directive counseling session, the manager takes the lead and does most of the talking. These meetings are relatively brief covering only enough time to fully cover the counseling plan. The manager opens the session with a definition of the problem which initiated the need for the counseling.
Next, you should explain the effect the problem is creating in accomplishing the work that the unit needs to get done. This should provide the employee with a clear understanding of how the actions of the employee are adversely affecting the work unit and follow with your expectations for the employee to correct the problem. You should clearly identify the consequences if the employee fails to change and comply with your expectations. This is not a threat but rather a clear delineation of what the employee can expect if the situation remains unchanged. At this point, it is good to provide the employee with an opportunity to explain and question anything you have said.
Generally, this approach is used for conduct situations where the violation is straight forward and the expectations are clear. For example, a situation where an employee has returned late from lunch, causing an adverse effect on the work of the unit. If it continued, the other employees of the unit could expect to have the same privilege. The focus of the session is on improvement in the behavior of the employee and that can be easily measured.
When using the directive approach, a follow-up meeting is not necessary unless the conduct has not improved and change has not occurred. A follow-up meeting is usually needed for performance counseling situations. Performance counseling is handled through a more non-directive approach, since the total involvement of the employee is necessary in achieving change in performance-related issues.
Characteristics of the Non-Directive Approach
This approach differs considerably from the directive approach. The manager is still in control, but the employee is responsible for much of the discussion. In this approach, the manager must use advanced counseling techniques to keep the employee talking about the problem, its causes, and possible solutions. This approach is normally used for performance related counseling where the employee is failing, or nearly failing, one or more critical elements of the position. You must keep the pressure on the employee since performance problems are primarily that of the employee, not the supervisor. While you have a great deal at stake if the employee does not improve performance, the problem is that of the employee. You must assure the employee is actively involved in developing a resolution.
When planning to conduct a non-directive counseling session, allow two hours for the meeting. While most meetings using this approach last less than two hours, you should allow that much time to provide an adequate opportunity to develop proposed solutions for the problem. These meetings are time consuming, but essential when attempting to improve employee performance.
If you are using the non-directive approach, you need patience for the process to work. You often have to use advanced counseling techniques that include paraphrasing, questioning, and probing (discussed below). Sometimes, this requires the manager to use behavior that feels unnatural since most managers are good at directing employees. Generally, a manager attempts to utilize time efficiently, but in this process, you have to avoid reaching your "bottom-line" too quickly. You have to abstain from providing your solution to the employee and help the employee develop a solution that is acceptable to you. The employee will feel ownership of the solution and strive to achieve results if you and the employee develop a solution that is satisfactory to both of you.
Advanced Counseling Skills
This section will address paraphrasing, questioning, and probing. These advanced counseling skills provide great assistance when conducting non-directive counseling. These skills are essential in resolving the issue that gave rise to counseling.
Paraphrasing is a skill used to restate what the employee has said in words different from those used by the employee. This method shows that you know what the employee has said and you are listening. It provides the employee with an opportunity to clarify what was said if you did not fully understand. A properly stated paraphrase does not convey agreement with the employee but only shows that you understand the employee's position.
There is one great danger when using this tool. Some managers challenge the employee's statements too early in the counseling session. If you challenge when you are attempting to paraphrase, you risk the danger of stopping the dialog. Many employees will withdraw if challenged. If this happens, you will have great difficulty getting the employee to reengage in meaningful discussion. The following are common ways to start a paraphrase:
"Let's see if I understand your position."
"Let me try to recapture what you told me."
These are good openings that tell the employee you are listening and plan to restate, in your own words, what the employee just said. After the opening you will then state what you think the employee said.
Paraphrasing should be used sparingly. Listen intently to what the employee is saying and use the paraphrase whenever the employee stops talking or to clarify a specific point. Overuse of this tool can stop the employee from participating and provide you with difficulty in completing your objective to change the employee's behavior.
Questioning and Probing are used to give further meaning to what the employee has told you. This skill keeps the employee involved by answering questions, and it provides you with more information on the employee's position on the issue. There are two types of questions and the approach you use dictates the questions to ask.
Directive questions seek very basic information that can often be answered in one word. These are generally used in directive counseling for disciplinary situations. These questions ask for very pointed information such as who, what, where, why, when, or give me specific examples.
Non-Directive questioning is more difficult and goes beyond the information-gathering questions used in directive questioning. These questions are designed to keep the employee talking. They indicate your interest in the employee's ideas and keeps responsibility on the employee for resolving the issue. A skillful counselor will mix directive and non-directive questions to keep the employee involved in problem resolution. A skillful counselor will also mix questioning and paraphrasing. Examples of non-directive questions are:
"Why do you feel that way?"
"What are your ideas?"
The Setting is not as much a skill of counseling as a planned logistic. When choosing the setting, you must also try to anticipate the reaction of the employee. Your past experience with the employee should prepare you for the employee's reaction. Some employees will appear to be hurt by the session; some will become very defensive; some will be aggressive; and others will react in ways not predicted.
When choosing the setting for the counseling, keep in mind that a desk can be a barrier to effective communication. If you are in your office and you have the desk between you and the employee, the desk can inhibit effective communications because the employee sees it as a sign of authority. Some effective counselors conduct sessions in a neutral location such as a conference room or outside the building by taking a walk with the employee. This eliminates the desk and the manager's office from the equation.
Sometimes, based upon how you expect the employee to react, keeping the desk between you is a good idea. If you expect the employee to be upset and agitated by the session, the desk is a reminder that you are the manager, and it helps you maintain control of the situation.
If you have no choice of location and must use your office, try to position the chair for the employee at the side of your desk. If you can sit facing the employee without the desk between you, communication will be enhanced.
In choosing the setting, privacy is important. Other employees should not be able to hear your discussion, even though they generally know the employee was counseled. The counseling should not be a secret, but you should not discuss the session with any other employees. Privacy is important if you expect the employee to participate in the session and attempt to resolve the issue.
Other behaviors can ruin the counseling session. Be careful how you acknowledge the points being made by the employee. Some managers do this by saying "yes" when the employee is talking. While the manager's intent is to let the employee know he/she is being heard, the message to the employee may be that the manager agrees with the employee's point of view. Another behavior that can have a similar outcome is nodding your head. Most experienced managers acknowledge the employee by saying "I hear you" or "I'm listening" or paraphrasing what the employee said with an appropriate lead-in. Eye contact with the employee is important to show you are listening.
Interruptions can cause the entire session to be stopped, never to again be started. When planning your counseling, have your calls held, turn off your cell phone and pager, and assure that you will not be interrupted unless a true emergency surfaces. Many managers who are effective counselors do these things when the employee is present to show the employee how important the session is to the manager.
Advance Notification to the Employee
This is a fairly easy item to deal with. If your plan is for directive counseling, you do not need much advance notification to the employee. You are controlling the situation and the employee does not need much preparation time. However, if you plan a non-directive counseling and expect the employee to take an active role in the session, you should provide the employee with at least one day advance notification and information on the subject of the session. This is especially important when dealing with a performance issue and developing a plan for performance improvement of the employee.
The Counseling Plan
The plan should be in writing and kept in front of you during the counseling session. The following is a list of suggested questions/statements to use in a counseling plan:
- What is the problem? A specific statement of the reason the counseling session is being held.
- What are the effects or likely effects on the work of the unit? This statement provides guidance you will use in developing your opening statement.
- What is my objective for the counseling meeting? You must have an objective for the meeting, and it is generally some type of change. You may want to develop a performance improvement plan. Spell out the objective you would like to achieve through the meeting.
- What is my overall approach? Directive_______ Non-Directive_______
- My opening statement is…… Most managers who are successful counselors do not leave this topic to chance. An effective counselor develops an outline of the presentation to use at the beginning of the session, and many, write the statement verbatim, just as they want to deliver it. The opening statement should not be long, but should capture the information in items 1 and 2 of the counseling plan.
By having a counseling plan in writing, you can reference it throughout the counseling meeting. Often, managers run into employees who can successfully divert the discussion from what is planned to another subject. The plan will help you stay on track to achieve your objective for the meeting which generally is, to get the employee to change.
One other word of caution in counseling situations is necessary and that deals with giving specific feedback. Many managers like to use analogies to demonstrate a point. This writer recommends that you avoid analogies of any type. Stick to the counseling plan, the specifics of what the employee is doing wrong, and the specifics of the corrective action needed by the employee. Using analogies sometimes provides mixed signals to the employee since analogies are oftentimes clear to the sender of the message but not to the receiver. Stick to specifics!
Documentation of Counseling
Counseling should be documented in writing. If the issue was important enough to cause a counseling to occur, it is important enough to prepare written documentation of the event. Counseling has double the effect if documented in writing by the manager and a copy given to the employee. The extent of documentation is left to the manager, but you should cover the majority of your counseling plan and the agreed-upon course of action. If there is not agreement and you direct the employee's behavior, that should be covered in the counseling documentation.
A copy of the documentation should be provided to the employee with a place for him/her to sign receipt on your file copy. This is where the double effect enters. When the employee receives the documentation, it is like receiving a second counseling and the employee knows for sure the plan that must be followed. Any agreed follow-up actions or meetings should be included in the documentation.
© 2008 Phil Varnak. All rights reserved. This article may not be reproduced without express written consent from Phil Varnak.
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