The counseling statement is a tool, used in the military, to document professional development and training. In order for it to be used properly, some things have to be in place.

The leader providing the counseling statement has to be competent. When that leader generates that statement, he or she has to know how to provide feedback. He also has to know how to help the counseled Soldier accomplish the discussed goals. This includes devoting the time needed to help the counseled Soldier improve.

Both the leader and the counseled Soldier must have a trusting environment to cooperate. The counseling statement should be a joint effort. Here, both the leader and the counseled Soldier talk things through; then come up with a corrective course of action. If this is a professional development counseling statement, both should work together to set goals.

There are other things that apply; you’ll be able to find details in the latest Army Leadership Field Manual. The other military branches should also have a counterpart to this field manual.

Now, what happens when a “toxic leader” uses a counseling statement? With enough “negative” counseling statements in a Soldier’s training folder, that Soldier faces a risk. A pattern of substandard conduct can get a service member removed from the military.

Here are a couple common myths that leaders advance.

A “toxic leader,” either through lack of knowledge, or through malice, would lobby a Soldier to “initial” the “agree” box. But should you? One common myth, about the “agree” or “disagree” boxes, is that you’re agreeing or disagreeing with the initial administrative data.

Here’s another myth. “If you disagree, and add a statement, that shows the chain of command that you’re rebellious, not willing to learn, are a bad Soldier, etc.”

The reality is that the “agree” or “disagree” boxes are for you to agree or disagree with the counseling statement. The comments section allows you to provide a reasoned, fact based, logical comment on why you see the counseling statement as being wrong, or unjustified.

To back that up, the counselee also has a right to add to the “corrective courses of action” section.

Any leader that tries to explain otherwise may have an agenda. This agenda usually may not spell well for the counseled service member in the long run.

So, when should you disagree with a counseling statement?

You have to look at this from a calm perspective. If you know you did something that warranted the comments… that there were no extenuating circumstances on your part… that the facts weren’t misrepresented… that your leader wants you to become better… that your leader has no negative agenda… or any other reason that makes it obvious that you “deserved” that counseling statement, sign “agree.”

The counseling statement is a tool to help you overcome your weaknesses. The “event oriented” counseling statements can be a “gift” if you’re willing to learn from the experience; and if the one administering it is sincere about your well being. The impromptu, monthly, or quarterly, professional counseling session is your coaching session being put on paper.

When you receive one of these, you seriously have to look at your shortcomings, and find a way to overcome them. If you have an idea of what your leader can do to help, state it. Get it included in the course of action section, and in the leader section. Commit yourself by entering a comment stating how you’re going to overcome or improve on what you’re being counseled on.

Now, let’s say that there may be malice involved.

You have a right to disagree. But, don’t just initial the “disagree” box. Add a comment to back your disagreement. This comment should include facts, and a logical/reasoned argument on why you see the counseling statement as wrong or unjustified.

Don’t insult, or personally attack the person that’s counseling you. For example, let’s say that you’re being counseled for failing to submit your pass request prior to making arrangements to spend the weekend outside of your travel limits. You know for a fact that you submitted your pass request. In fact, you handed it to your team leader.

Here’s an example of what not to do:

“I disagree with this counseling statement. I submitted my pass, and my team leader said it’ll get approved. He later told me that it was approved! Now it’s lost! SGT John isn’t responsible, and would lose his rear end if it weren’t attached to his body. He’s the reason to why nobody has my pass request! He shouldn’t even be in the Army because of this. He’s out to get me.”

Here’s an example of how the statement, accompanying the “I disagree” option, could read:

“Two weeks ago, I submitted my pass request, risk assessment forms, my flight itinerary, and my hotel reservations. I handed them to SGT John, who thanked me. I asked him, a week ago, if our pass requests got approved. He said yes. I went ahead and completed my plans, to include paying for the remaining reservations. When they handed out pass requests, I didn’t get mine. When I asked for it, they said I didn’t turn any in. I insisted that I did. PFC Doe saw me turn my stuff in, and was there when I asked if my pass got approved. See ‘corrective courses of actions’ section.”

Your unit legal officer can provide details on the agree/disagree section.

Again, what’s said in this article is applicable to the other services. Ideally, if you’re willing to learn from your mistakes, and you have a good leader, this system can work for you. It could even set you up to really succeed in the military.

If you have a toxic leader, who’s trying to set up a paper trail on trivial issues… just to get adverse action taken on you… then the disagreement section is your way to help neutralize that attempt.

This article isn’t intended to give you legal advice. Double check with your unit’s legal officer, or the Judge Advocate General’s office. They’ll give you details on your rights dealing with the “agree” and “disagree” section.