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Weekly UpdatesThis checklist is designed for managers who, in the context of their roles, may be required to help their colleagues through using counselling skills.
To become a professional counsellor can take several years' training and supervised practical experience. Few managers have this level of qualification, but many of the skills employed by counsellors can be put to use in a work situation.
Management Standards
This checklist has relevance to the MSC National Occupational Standards for Management: Key Role C--Manage People.
Definition
A set of skills used by one person to help another clarify concerns, come to terms with feelings, and take responsibility for, and begin to resolve, difficulties. Counselling is not a process of giving advice, nor does it involve the counsellor providing or managing solutions to the problems experienced by their client or colleague. It is a technique inherent to the mentoring process, although many mentors may not realise that they are counselling a colleague.
Action checklist
1. Check your organisation's personnel policies to ensure that by offering counselling you conform to these
Some organisations have formal arrangements for counselling and it is important not to disregard these.
2. Ensure that you have a suitable room in which counselling can take place
It is essential to choose somewhere which is quiet, free from interruption and appropriate to the nature of the problem. Ensure you will not be disturbed by using an "Engaged" sign on the door, and divert your telephone to avoid interruptions.
* Try to avoid a formal office setting with a desk between you and your colleague.
* If you need to keep an unobtrusive eye on the time, position a clock somewhere appropriate (ie not behind your seat).
3. Ensure there is sufficient time for the meeting
If you know you must end your meeting at a particular time, inform your colleague of this at the outset. To avoid too little time being available for the session it is often more sensible to book a meeting (perhaps only a day in advance). Even if there is no need for a time limit, it is often useful to set one of about an hour to prevent the discussion merely going over the same ground again and again.
4. Address your feelings towards your colleague
Before the meeting, it is essential to confront your personal feelings towards your colleague and put them to one side. Whether or not you like your colleague is irrelevant.
5. Open the meeting by explaining the framework
At the beginning of the counselling session it is essential to lay down some ground-rules. These may include:
* what the expectations of the discussion should be--ie you will not be able to provide advice or guidance or solve any problems for your colleague
* time limitations--state again what these are, and whether you will offer a follow-up session if needed
* note taking--stress any notes taken are for your own use and will not be revealed to a third party
* confidentiality--assure your colleague that matters of confidentiality will be treated as such, as they may be reticent through fear of being regarded as something of a risk in the future. Explain the only exception to this will be if you both agree that something needs to be discussed with another party.
6. Begin to explore the issues with your colleague
There can be no set-in-stone format for counselling as each session is dependent on the needs of the individual. However, the following skills are all essential to enable the issues to be explored.
* Actively listen--What does your colleague feel? What is their point of view? What do they view as happening to them? What do they do (or not do)? It is essential to understand that the view of the facts or situation that your colleague has will be more important to them than the facts themselves--and that their behaviour may not reflect their true feelings. By rephrasing the concerns expressed by your colleague you demonstrate that you have listened to what is being said and at the same time can seek clarification of the issues involved. Summarising what has been said occasionally throughout the conversation helps both parties remain focused.
* Empathise--Empathy is not the same as sympathy. Empathy means you recognise and understand the issues by which your colleague feels confronted without having to take their side or agree totally with what they are saying. Empathy can help to encourage your colleague to be more honest and exact when describing the issues.
* Question--There are many reasons for questions, and many types of questions. In a counselling situation questions may enable you to clarify your understanding of the issues, will help to focus on areas you think may be important and can demonstrate your interest in the other person.
Open, closed and delving types of questions are all of value in a counselling situation. Open questions can help your colleague begin to talk about an issue, and can provide you with information on how they feel. Closed questions help you to establish precise facts but tend to lead to very short answers. Delving questions enable you to probe an issue more fully and can help to draw out the whole picture.
* Challenge--By challenging statements made, your colleague is forced to consider their situation more closely. It is useful to challenge if it appears that they are dragging the discussion round in circles, if they have an unrealistic self-image (either too positive or more usually too negative) or if they appear to contradict themselves.
Challenging statements may be based on phrases such as:
7. Recognise situations which are beyond your help
In certain circumstances it may be necessary to refer your colleague on to other organisations or counsellors who may be better equipped to help. Be aware of sources of information which may provide contact details (local telephone book or local reference library). The personnel department may have some details, but be sure not to break a confidence if you speak to them.
8. Help your colleague in the area of problem-solving
Counselling does not mean that the counsellor provides solutions to the issues raised by the colleague. It does, however, involve the counsellor in the process of problem-solving. From the discussion, the problem area will have been identified, as will possible causes. It is now necessary for the individual to set specific objectives to enable them to tackle the problem and assign timescales and means of monitoring their progress.
9. Close the session in an appropriate manner
Summarise what has been discussed and what actions have been agreed upon, and where appropriate arrange a follow up session.
Dos and don'ts for counselling
Do
* Clarify what the realistic expectations of a counselling session should be.
* Assure your colleague of confidentiality.
* Encourage your colleague to:
- explore their concern or problem
- clarify the issue
- set objectives for action.
Don't
* Let personal feelings intrude on the discussion.
* Take on the responsibility for solving problems.
* Be directive in what you say.
Related checklists
* Coaching for better performance
* Redundancy the next day
Useful reading
Books
Journal articles
Useful addresses
Thought starters
* The greater the perceived level of listening, the more likely the individual will be to accept comments and contributions from you.
* Repeating problems do not solve themselves.
Further Information
Checklists are available in the following formats:
* Individual checklists.
* A complete set of 195 on CD-ROM or in hard copy.
* Checklists with permission to photocopy.
Full details of the range of checklists available can be obtained from:
Lavis Marketing, 73 Lime Walk, Headington, Oxford, OX3 7AD Tel: 0845 702 3736 (local rate call) Fax: + 44 1865 750079 or from Checkpoint on the Chartered Management Institute's website at www.managers.org.uk
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