By Jeffrey Meinders
All of our subordinates fall into one of three categories: top-third, middle-third, and bottom-third; few people will dispute that simple math. The problem exists when the middle-third think they are in the top group, and the bottom thinks they are in the middle, creating 66% of your subordinates who believe they are among the best. This confusion is understandable; we encode our current evaluations with very specific language which is hard for junior officers to decipher. This confusion leads to almost half of your best receiving OERs they think are unfair and unwarranted. Today’s digital age compounds the problem; where less and less face-to-face interaction occurs. This may complicate closed door conversations for leaders and their subordinates.
I received my first real counseling after nine years of military service. The counseling was thorough and straightforward; I since modeled all my future counseling and this article after it. It is disappointing our profession struggles with this basic of leader development. My battalion commander once told me “I don’t need to counsel you, we talk every day.” They do this because it is peaceful, they don’t want to upset you. Most leaders prefer the easier development, like group book reviews with junior officers, or brown bag lunches with the commander. Not only do we fail at individual counseling, we also fib on the front of our evaluations with made up counseling dates.
To give junior officers a recipe for success, I discuss the four types of counseling every Soldier deserves: initial, quarterly, performance, and evaluation. This method will save you time and help you separate the ‘wheat from the chaff.’ I also acknowledge while this is method simple, it is not easy. There are ten other things every day that will take time away from your plan, but I argue there are none more important than one-on-one time with your rated subordinates. Continue reading → Counseling the 33%: An Approach to One-on-One Development