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to those considering only prevention behaviors.24

Directive Counseling

This section focuses on the general applications of directive counseling strategies as they may be used in the
supervisor/manager–employee relationship. Directive counseling tends to be most appropriate when the
manager is aware of a problem or is concerned about the behavior of the employee, but the employee is
unaware of the problem or is unwilling to address it. Counseling may also involve discussions of superior
performance or promotion counseling.

   In directive counseling, the professional initiates the discussion or approaches the staff member based on a
direct referral from another manager or recognizing an employee problem situation. Staff may exhibit anxiety
or become defensive and resist problem solving under the conditions. They are more likely to become hostile
and defensive because they are “called in” rather than doing the “calling,” and they may be more concerned
with exonerating themselves of any blame than with collaborating to solve the problem. For this reason,
counselors need to be especially sensitive to all verbal and nonverbal behaviors and to be supportive while
attempting to explore the issue at hand.

Employee Counseling

Employee counseling includes the discussion of a work-related problem to address employee performance that
needs improving. Counseling of staff should be limited to job-related concerns and should not include
probing into personal problems. For such personal problems, the manager should provide referral to employee
assistance programs. When employee counseling loses its problem–performance orientation, it runs the risk of
being interpreted as an invasion of privacy.

Employee counseling focuses on work-related issues.
Source: US Department of Agriculture.

   Managers have an obligation to conduct work-related counseling sessions with employees. These should be
held as often as necessary, assisting the staff in their professional development as well as dealing with career

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