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
 RCS BUPERS 1610-I(Modified)
I. Name (Last. First MI Suffx) 4. SSN

PRI:
COLL:
WATCH:
PLATFORM:
For Mid-term Counseling Usc. (When completing EVAL, 30. Date Counseled 3 i. Counselor 32. Signature of Individual Counseled
cnler 30 and 3 i from counseling record, sign 32.)
2IJUN08 AMCS(A W) SKINNER
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 3.0
standards; 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'Pro-
TRAITS Below Standards 2.0' 3.0' 4.0'
Meets Standards Above 5.0'

33. -Marginal knowledge of rating,

res sin Standards
-Strong working knowledge of rating,
Greatly Exceeds Standards
-Recognized expert, sought out by all
PROFESSIONAL specialty or job. specialty and job. for technical knowledge.
KNOWLEDGE: -Unable to apply knowledge to solve -Reliably applies knowledge to -Uses knowledge to solve complex
Technical know- routine problems. accomplish tasks. technical problems.
Ledge & practical -Fails to meet advancement/PQS -Meets advancement/QS -Meets advancement/PQS require-
Application. requirements. requirements on time. ments early/with distinction.

34.
NOB D
-Needs excessive supervision.
D D -Needs little supervision.
D D -Needs no supervision.
D
QUALITY OF -Product frequently needs rework. -Produces quality work. Few errors -Always produces exceptional work.
WORK: and resulting rework. No rework required.
Standard of work; -Wasteful of resources. -Uses resources effciently. -Maximizes resources.
Value of end
product.

35.
NOB D
-Actions counter to Navy's retention!
D D -Positive leadership supports Navy's
D D D
-Measurbly contributes to Navy's increased
COMMAND OR reenlistment goals. increased retention goals. Active in retention and reduced attrition objectives. -
ORGANIZATIONAL -Uninvolved with mentoring or decreasing attrition. -Actions adequately Proactive leader/exemplary mentor. Involved
CLIMATE/EQUAL professional development of subordinates. encourage/support subordinates' personal & in subordinates' personal development
OPPORTl.NITY: -Actions counter to good order and professional growth. -Demonstrtes leading to professional growth/sustained
Contributing to growth discipline and negatively affect appreciation for contrbutions of navy commitment. -Initiates support programs for
and development, Command/Organizational climate. personnel. Positive influence on Command military, civilian, and familes to achieve

D D
human worth, -Demonstrates exclusionary behavior. climate. -Values differences as strengths. exceptional Command and Organizational
community. Fails to value differences from cultural Fosters atmosphere of acceptance/inclusion climate. -The model of achievement.
diversity. per EO/EEO policy. Develops unit cohesion by valuing
differences as strengths.

36.
NOB D
-Consistently unsat appearace.
D -Excellent personal appearance.
D -Exemplary personal appearance.
D
MILITARY -Unsatisfactory demeanor/conduct. -Excellent demeanor or conduct. -Exemplary representative of Navy.
BEARING/ -Unable to meet one or more -Complies with physical readiness -Excellent or outstanding PRT. A
CHARACTER: physical readiness standards. progrm, within all standards. leader in physical readiness.
Appearance, -Fails to live up to one or more -Always lives up to Navy Core -Exemplifies Navy Core Values:

D D
Conduct, physical Navy Core Values: HONOR, Values: HONOR, COURAGE, HONOR, COURAGE,
Fitness, adherence COURAGE, COMMITMENT. COMMITMENT. COMMITMENT.
to Navy Core
Values. NOBD
37. -Needs prodding to attain
D -Productive and motivated. Completes
D -Energetic self-starter. Completes
D
PERSONAL JOB qualification or finish job. tasks and qualifications fully and on tasks or qualifications early, far
ACCOMPLISH- time. better than expected.
MENT/ -Prioritizes poorly. -Plans/prioritizes effectively. -Plans/prioritizes with exceptional
IN ITA TIVE: skill and foresight.
Responsibility,
Quantity of work.

NOB D
NA VPERS i 61 0/2 (7-95)
-Avoids responsibility.

D D D -Reliable, dependable, willingly

accepts responsibility.

D
-Seeks extra responsibility and takes
on the hardest jobs.

D
 MID-TERM COUNSELING RECORD (EI-E6) (cont'd) RCS BUPERS 1610-I(Moditied)
i. Name (Last, First MI Suffx) 12. Rate 13. Desig
14. SSN
PERFORMANCE 2.0' 4.0' 5.0'
1.0' 3.0'
TRAITS Pro- Above Greatly Exceeds Standards
Below Standads Meets Stadards
iressine Standards
38. -Creates conflict, unwilling to work -Reinforces others' efforts, meets -Team builder, inspires cooperation
TEAMWORK: with others, puts self above team. commitment to team. and progress.
Contributions to -Fails to understand team goals or -Understands goals, employs good -Focuses goals/techniques for teams.
team building and teamwork techniques. teamwork techniques. -The best at accepting and offering
team results. -Does not take direction welL. -Accepts and offers team direction. team di recti on.

39.
NOB D
-Fails to motivate, train or develop
D D -Effectively motivates, trins and
D D - Inspiring motivator and trainer,
D
LEADERSHIP: subordinates. develops subordinates. consistently builds winners.
(Optional for EI-E3) -Fails to organize, creates problems -Organizes successfully, solves -Superb organizer, great foresight,
Organizing, for subordinates. problems as they occur. gets ahead of problems.
motivating and -Does not set or achieve goals -Sets/achieves useful, realistic goals -Leadership achievements signific-
developing others to relevant to command mission. which support command mission. antly furthers command mission.
accomplish goals. -Lacks ability to cope with or -Performs and leads effectively in - Perserveres
tolerate stress. stressful situations.
-Inadequate communicator. -Clear, timely communicator.
-Tolerates hazards or unsafe -Ensures safety of personnel and
practices. equipment.
-Does not attend to welfare of -Routinely considers subordinates'
subordinates. personal and professional welfare.
NOB D
D D D D D
Jr'i!.ff¡-l;ltt :,1'01":1 Ili'll\k(ll,~1 :-, 1.:,1.~,,,,)1 ~'ii)_ii 1,1~, :'h")i-':',', tl .,1,'1' L hi' ,l \)1111111::. ,)1\10)', ~'ill'! llLl'. ,','iii)iiill,',' L i¡,d iid" li,¡j:1 I',' 11)1,,1\1\1,,11 "/lllt,'il ,''I,)!lll1tiüll \)fiillil,~ LO HidS.t1. :'. -~'::'ii,\.;t3

¡¡r"~\"'~'G_~I'~J~_ _ ~':\I\,~,~I".:'")..i"I...,I.I.i"""T.i.i.,,, iil', l:h'_"~~') _ _ ____ _ __ _ ~________ ~___________~

lø~Yfi;,il'lidl\ if l'¡ II, \, , III I,', .)111i11 "(1 '~\l:; i '11\ ,1\1 il \,) l' , \1\ " '" ,I \~ \, (IL,l ,h 1,\ ,,\di\ ! l) ::i'i\lill, ,1\'~ \1 I (I" .',1 'I 11L1.'.' :~ ),.') III \",' ," ..1iI)\i'.l ¡hb iii.'oit',"'i i~'1ìi'~t ih.!ti1'ûi~~,~~~
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 Environment
Conducive to the Improvement of "PERSONNEL RETENTION", Contribution to "PERSONNEL ADVANCEMENT", Increased
"EDUCATIONAL OPPORTUNITIES", Overall "CAREER DEVELOPMENT", & Results of RETENTION EXCELLENCE
A WARD PROGRAMS":

(Use Back of Page Also)