3NCO Professional Development Building the World’s Best Pilots, Leaders, and WarriorsMentoring & CounselingI n t e g r i t y - S e r v i c e - E x c e l l e n c e
4Overview Mentoring defined Counseling defined Steps in the Process ScenariosComparing Mentoring/Counseling
5Mentoring (Defined/Purpose ) A trusted CounselorCoaching - Specific tutoring for an eventCounseling - Exchanging opinions/ideas in order to reach a decisionTeaching learned wisdom“A mentor is defined as a “trusted counselor or guide.” Mentoring, therefore is a relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally.” AFI
6Mentoring Benefits Mentoring is not a promotion enhancement program Mentoring helps each individual reach their maximum potentialMentoring covers a wide range of areas:Career guidanceTechnical and professional developmentLeadershipAF history and heritageEthics, core values,More.....
7Mentor/Mentee Relationship Air Force definition: (taken from AFI )Immediate supervisor is your mentorAll of your subordinates are your menteesMentoring is an inherent responsibility of leadershipThis does not preclude you from seeking other mentors--personal or professionalSupervisors must make themselves available to subordinates who seek career guidance and counsel
8Mentor/Mentee Relationship (cont) Supervisors must prepare themselves to be effective mentors!Study the applicable AF specialty career path pyramid and career experience matrixSupervisors must continually challenge their subordinates to improveMentors need to distinguish between individual goals, career aspirations, and realistic expectations
9Mentoring the Mentor NCOs are mentors to: Ample opportunities Jr NCOs AirmanCiviliansAmple opportunitiesReceive broader view of the Air ForceStay abreast of latest changesRole model on many levelsPass on heritage as enlisted members
10Steps in the Mentoring Process What are the steps in the mentoring process?Establish rapportHelp them establish goalsHelp them implement goalsGive advice and be available when neededFollow-upMentoring is an on-going relationship that continues on and offduty.
11Counseling Defined Feedback Verbal Documented “Counseling is a systematic two-way discussion between the supervisor and subordinate concerning duty performance as compared to established standards with the intention of informing the subordinate of his/her past duty performance and cooperatively developing a plan to improve performance.”
12Why Do We Need Counseling? Counseling is to help the follower realize that an opportunity exists to change negative behavior and to reinforce positive behavior.Help people make wise choices and decisionsHelp people be better adjusted or promote their mental health (refer to professionals)
13Goal SettingGoal setting is important in personal and professional life--provides a measuring stickNear-term goalsMid-term goalsLong-term goalsBe careful not to set unattainable goals, and make sure your mentee doesn’t eitherBe careful not to set goals which are easily attainableGoals should provide a driving forceCelebrate after accomplishing goals
14Performance Feedback Performance feedback is essential to mentoring Provide realistic assessment of performanceMeasure performance against established criteria and goalsPoint out strong suitsPoint out weaknesses, and recommend ways to improveReview goals to see if they need adjustingEncourage open communicationBottom line: A glowing feedback is easy to give, but will it help improve your people?
15Recognition Recognition comes in many forms Amn/NCO of the Quarter Volunteer AwardTechnical (AFSC) AwardsSpecialty (Honor Guard) AwardsTeam AwardsDecorationsEtc.You owe it to your people to write them up when they are deserving--SET THEM UP FOR AWARDS!Mentees: don’t be shy about awards--let them know when you’re deserving! SET YOURSELF UP!
16Counseling Situations There are four major kinds of situations that requirecounseling:Job RelatedInterpersonalSituationalPersonal or Emotional
17Counseling Challenges Help someone make wise choices and decisionsKeeping counselee on the right trackGetting counselee to overcome fear of criticismEnsuring counselee clearly understands expectationsInvolving the counselee in developing solutions
18Counseling Process What are the steps in the counseling process? Set the meetingEstablish a relationshipHelp the counselee gain self-understanding of the area requiring changeDevise a plan to resolve problem and follow-up
19Counseling Environment What are some other things to consider when conducting a counseling session?Private/Quiet, non-threatening placeLimit interruptionsAllocate plenty of timeNon-verbalsConfidentiality
20Comparing Mentoring/Counseling What are some of the similarities between mentoring and counseling?The overall stepsBoth help individuals to make decisionsBoth are supervisor responsibilities
21Comparing Mentoring/Counseling (cont) What are some of the differences between mentoring and counseling?Mentoring is Proactive and Counseling is ReactiveMentoring ensures the needs of the protégé are metCounseling ensures Air Force standards are met
22Comparing Mentoring/Counseling (cont) What other things do you need to take into consideration?Home Station, TDY or Deployed LocationUnderstanding and appreciating the uniqueness of everyone involved
23Scenario #1You are the NCOIC of the section. The commander has recently notified you that the squadron has been selected to support another deployment. This is the third time this year! They are asking for volunteers, but you know you will have to “twist arms” to fill out the team. Everyone is getting frustrated with the high Ops Tempo. Senior Airman Howell is one of the squadron’s best troops. He is the first to volunteer for these operations and rarely complains. Today is a different story however. SrA Howell tells you that he cannot volunteer for this deployment because his wife is threatening to leave him if he keeps going away for months at a time.What are the issues?Would you use counseling or mentoring? Why?How would the outcome change if you had chosen the alternative?
24Scenario #1 Answers 1. What are the issues? Professional - Need to fill the mission.Personal - Need to take care of SrA Howell.2. Would you use counseling or mentoring? Why?Counseling – for the marital problems –possible referral to professional3. How would the outcome change if you had chosen the alternative?May be showing empathy but not curing the problem.If mentoring happened earlier and a plan for SrA Howell’s career includes participating in 2-3 deployments a year, SrA Howell can share this with his spouse and this may prevent the problem.
25Scenario #2You just received a phone call from the BX manager stating that A1C Jones has bounced two checks this week. You know that A1C Jones is supporting a family of four on one income. A1C Jones is an excellent worker and has had no other financial problems that you are aware of.What are the issues?Would you use counseling or mentoring? Why?How would the outcome change if you had chosen the alternative?
26Scenario #2 Answers 1. What are the issues? Financial problems – breaking lawMember with huge amount of stress due to having problems supporting their family2. Would you use counseling or mentoring? Why?Counseling – severity of the problem. Airman is already in trouble and needs to change habits to meet AF standards.3. How would the outcome change if you had chosen the alternative?If mentoring had been done prior to the offense, supervisor could have offered resources that possibly could have prevented the problem i.e. AF Aid Society, PFMP (Personal Financial Management Program) and WIC (Women, Infant, and Children).
27Scenario #3SrA Gonzales works downstairs in the Commander’s Support Staff. She runs into you in the hallway and tells you that she is considering separating from the Air Force when her enlistment is up. She has asked her immediate supervisor for advice on several occasions, but her supervisor continually tells her they are too busy right now. You know that she is a good airman and has received numerous letters of appreciation during commander’s call. You also have seen her at the local community college where you both attend classes. You know she is a valuable member of the Air Force and want to help her make an educated decision about her future.What are the issues?Would you use counseling or mentoring? Why?How would the outcome change if you had chosen the alternative?
28Scenario #3 Answers 1. What are the issues? Poor supervision Retention of a good Airman in question2. Would you use counseling or mentoring? Why?Mentoring – Want to provide her with as much information as possible so SHE can make an educated decision.She is in compliance with Air Force standards.3. How would the outcome change if you had chosen the alternative?If the supervisor uses counseling and tries to make the decision for her, she could rebel and separate.
29Summary Mentoring defined Counseling defined Steps in the Process ScenariosComparing Mentoring/Counseling
31When talking about PRF/Log Plans and what they provide to the wing, you’re really talking about IDS. PRF and Log Plans are critical pieces to the expeditionary Air Force.The following illustrations will convey their importance.
32How does a unit know it’s UTC requirements? To what level does a unit equip and fill personnel requirements?Where does it all start?AFWUS (Air Force World-Wide Summary)
50NCO Professional Development Building the World’s Best Pilots, Leaders, and WarriorsDisciplineI n t e g r i t y - S e r v i c e - E x c e l l e n c e
51Quote“Nothing is more harmful to the service than the neglect of discipline; for that discipline, more than numbers, gives one army superiority over another.”- George Washington
52Overview Supervisors Role and Responsibility Establish and Communicate Effective StandardsPreventive MeasuresSupervisor Disciplinary ToolsCommander disciplinary toolsSNCOs Roles and Responsibilities in DisciplineDeveloping First Line SupervisorsQFRB--Quality Force Review BoardInvoluntary separation (when all else has failed)NCO benefits regarding involuntary separation
53Supervisors Role and Responsibilities To keep the office running smoothly (be visible/accessible)To correct substandard performanceTo set and enforce standards (lead by example)To be fair and consistentCounselingAdvise troops about the disciplinary processProvide recommendations to Senior LeadershipGaining the knowledge to be effectiveEstablishing credibility up and down the chain
54Understand/Explain Standards What are standards?Standards are the rules and regulationsStandards are expectations of behavior and performanceWritten/Unwritten rules of behavior and work performance
55Enforcing StandardsWhat are your responsibilities towards enforcing standards?Make sure subordinates follow the rulesCorrect substandard performanceRehabilitateConsistencyReward those who exceed the standards
56Establish and Communicate Effective Standards How do you determine required standards within your section?Specific mission of sectionLead by exampleContinuous feedbackEducate supervisors on corrective measures availableEstablished norms (i.e. Duty Hours, Uniforms, Customs and Courtesies, etc.)Supervisor requirements/expectationsBe sensitive to perceived/real problems
57Effective Standards What constitutes an effective standard? An effective standard is:Legal (align with AFIs)ObtainableMeasurableClearAn understandable expectation
58Understanding Standards How do you ensure your subordinates understand your standards?Clearly state what your standards and expectations areAsk follow up question for clarityGive them the opportunity to discuss the standards with you
59Preventive MeasuresHow do you set your people and unit up for success?Create the proper work environmentGet to know your troops and familiesBe proactive, not reactiveContinuous feedback
60Establish A Healthy/Positive Environment How do you get to know your troops?Show interest by asking questions about family, hobbies, goals, etc. (Get to know their spouses/kids names.)Morale VisitsSchedule activities away from the jobTalk to your troopsBuild a good working relationship/establish trust
61Personal Interest in Subordinates How do you establish trust with your people?Day-to-day interactionBe consistent and fairBe approachableSet the exampleBe objective
62Day-to-Day Interaction By getting to know your troops and establishing mutual trust, what are the day-to-day benefits?Troops will approach you for helpRecognize problems before they get to largeUnit and mission will benefit (i.e., feeling of empowerment, new ideas, etc.)A positive work center environmentNCOs increased sense of purpose and valueEfficiency (increased productivity)
63Supervisor Disciplinary Tools Verbal Counseling--recommend you do an MFR afterwardsLetter of Counseling--provides record of counselingLetter of Admonishment--attempt to deter offender from repeating behavior--advises member of consequences if behavior is repeatedLetter of Reprimand--formal censure reprimanding offender for his/her conduct
64Commander Disciplinary Tools Unfavorable Information FileVarying length of time based on violation and level of punishmentIdentifies member on the Commander’s Enlisted Management Roster (CEMR)--not a good thing
65Commander Disciplinary Tools Control RosterLasts 6 monthsCan’t reenlistCan’t test for promotionCan’t PCSCEMR identification
66Commander Disciplinary Tools Article 15--Non-Judicial Punishment (NJP)Offered, not forcedPunishment based on members rank AND commanders rankForfeitureReductionExtra dutyRestrictionCorrectional custody
67Commander Disciplinary Tools Courts Martial --Three typesSummary--Lowest level--one judge, no jury, minor incidents of misconduct--accused must consentSpecial--Intermediate level--6 months confinement max, 2/3 pay for 6 months, Bad Conduct Discharge (enlisted only); certain lesser punishmentsGeneral--Highest level--may include death, Dishonorable DischargeAll members entitled to free legal counsel
68Involuntary Separation Administrative and PunitiveAdministrative--initiated by commanderHonorableUnder Honorable ConditionsUnder Other than Honorable ConditionsPunitive--initiated by Courts MartialBad Conduct DischargeDishonorable DischargeDismissal
69Scenario #1At 0046 hours, SFS received a call from a dorm resident complaining of loud music and people yelling from a room down the hall. SFS decide to investigate the noise. Upon arrival at the dorm, the room with the loud noises and yelling was identified. SFS made contact with the individual the room belonged to, Amn John Deer. After seeing empty beer cans laying on the floor, SFS requested that all people present show some form of picture identification. Upon review of identification it was discovered that Amn John Deer was only 17 years old and showed signs of being intoxicated. SFS secured the room and escorted Amn John Deer to the SFSCC where he was read his rights IAW Art 31 UCMJ. He consented to a blood alcohol test and was found to be legally intoxicated.Question #1-What did he do wrong?Question #2-Ask your self what Article of the UCMJ did he violate?Question #3-What is the appropriate level of discipline?
70Answers to Scenario #1Answer #1-On Columbus AFB the legal drinking age is 18 years old, so underage drinking is his offense.Answer #2-This is a tough one because the UCMJ doesn’t have an Article for underage drinking. Amn Deer had a duty not to drink while under the age of 18 so he was derelict in his duty, which is Article 92.Answer #3-This is another tough question which requires you to ask yourself a few more questions. Has this guy been in trouble before? Was this a first time offense? How is his duty performance? If this is the individual’s first time getting into trouble and he is an outstanding worker, you as the supervisor might consider an LOR. If however the individual is constantly flaunting his disregard for AF standards and the law, you might go through you first sergeant and ask your commander to consider offering an Article 15 for this offense. Remember only the commander can make the decision to offer an Article 15, but may ask for input from the individuals supervisor before making his/her decision.True Outcome: In a similar case this was not this individual’s first offense and he received an Article 15.
71Scenario #2At 0730 hours Amn Sleepy was to be at his appointed place of duty. When he did not arrive at 0745 hours, SSgt Happy decided that he was going to call him to see why he had not arrived at his place of duty. Amn Sleepy rolled out of bed and rushed to work. When he arrived he made the excuse that his alarm clock had not gone off. This however seems to be becoming a trend with Amn Sleepy. After the Amn and the SSgt talked, Amn Sleepy went to his appointed place of duty. Today he was to be cleaning out vehicles. About two hours later the SSgt went to go check to see how far along Amn Sleepy had gotten with his cleaning duties. When the SSgt arrived at the place of duty he noticed that there was no one that he could plainly see. So he began to look around and see where Amn Sleepy might be. After searching the vehicles all around the outside, he decided to check the insides of them. After he opened the door of the first truck that Amn Sleepy was to be cleaning, he found Amn Sleepy laying on the front seat sound asleep. SSgt Happy woke Amn Sleepy and asked him why he was sleeping on duty. Amn Sleepy replied that he had not yet fully awakened and had drifted off while cleaning the inside of the truck. SSgt Happy had a hard time believing this story as this seemed to correlate with him not arriving on time because he had slept in.Question #1-What did he do wrong?Question #2-Ask your self what Articles of the UCMJ did he violate?Question #3-What is the appropriate level of discipline?
72Answers to Scenario #2Answer #1-First he was late for work and next he fell asleep while he was at work.Answer #2-Article 86 of the UCMJ covers Failure to go, and for sleeping on duty you go to Article 92 of the UCMJ which covers Dereliction of DutyAnswer #3-This is another tough question which requires you to ask yourself a few more questions.Has this guy been in trouble before? Was this a first time offense? How is his duty performance? If this is the individual’s first time getting into trouble and he is an outstanding worker, you as the supervisor might consider an LOR. If however the individual is constantly flaunting his disregard for AF standards and the law, you might go through you first sergeant and ask your commander to consider offering an Article 15 for this offense. Remember only the commander can make the decision to offer an Article 15, but may ask for input from the individuals supervisor before making his/her decision.True Outcome:In a similar case the individual had problems with keeping appointments, which constituted the Article 86 and he had also been found to be sleeping while on duty, which with what he was doing could have caused great bodily harm to himself or others. These actions actually earned the individual, two Article 15’s.
73Scenario #3After a random drug screening it is found that one of your troops tested positive for use of marijuana. The troops name is Amn Jay. You of course recognize this name very well as he has been in his fair share of trouble recently. You take Amn Jay to SFS and he agrees to make a statement after he has been read his rights according to Article 31 of the UCMJ. In his statement he admitted to smoking marijuana with two civilians downtown approximately nine days prior to the random drug test.Question #1-What did he do wrong?Question #2-Ask your self what Article of the UCMJ did he violate?Question #3-What is the appropriate level of discipline?
74Answers to Scenario #3Answer #1-He smoked marijuana a Schedule I drug and drug use in incompatible with continued military service and it violates state law and the UCMJ.Answer #2-Article 112a of the UCMJ covers Wrongful use, possession, etc., of controlled substances.Answer #3-With the information from the random drug screening and the fact that other actions of Amn Jay were so serious, a Special Court Martial was in order for Amn Jay.True Outcome:In a similar case the individual had been found to be using marijuana in a random drug screening, then only weeks later he was found to be making threats towards his 1st shirt and also was late to work on a few occasions. These actions warranted the Special Court Martial.
75ClosingGood supervisors understand that exercising these tools at prudent times will lead to successful mission accomplishment and an atmosphere where people are held accountable which will pay dividends in unit morale. No one is perfect and human beings will make mistakes. If members are treated fairly and with respect while being disciplined, they are likely to quickly move on from their mistakes and not repeat them.
76Summary Supervisor Disciplinary Tools Commander disciplinary tools SNCOs Roles and Responsibilities in DisciplineDeveloping First Line SupervisorsQFRB--Quality Force Review BoardInvoluntary separation (when all else has failed)NCO benefits regarding involuntary separation