Develop trust in the counsellor and in the counselling process.

Demonstrate that counselling is a mutual process between equals.

• Sharing and trust form a self-feeding cycle

Focus on the desired outcome and avoid any Counsellor-driven agendas.

• By focusing on the client, the client gains a sense of increased self-worth.
• It is Important for the client to feel validated in their concern and see the counsellor as there for them.
  

The most important initial working relationship building skills are attending and client observation.

• Attending and reflecting skills will convey the counsellor's interest and commitment.

Allow the client to set the agenda

Start a session with introductions and begin with a question like,"What brings you in to see me today?"

• This help to identify and clarify the presenting problem

By Choice

• Exploring new avenues, or change in lifestyle
  
  • These types of clients are more willing to engage in exploration activities and they are internally motivated
    

By Force

• Perhaps they lost a job or were injured and cannot return to their prior employement.
  
  • These types of clients often need time to "grieve" their loss.
  • They may be disillusioned or angry.
    Emotions must be dealt with before they will engage in exploration activities.
    Counsellors may ask questions like:
  • Why are you thinking about making this change now?
  • Who or what initiated this change?
  • How does the prospect of making this change make you feel?
    
    

Surface View vs Depth View (i.e.presenting problem vs detailed exploration of the problem)

• Examine situational factors related to the client's decision to seek counselling
• Identify the specific factors that brought the person to counselling, determine how client perceives their situation (i.e. depth view).
  

• To gain understanding of the dynamics of the presenting concern the counsellor can use soliciting, reacting and structuring skills.
  
  

• Examining the clients' perceptions of their present conditions yields information about what is Contextually Salient for them.

• By engaging in exploration of the client's current experience, the client feels heard and builds self-esteem.
• The counsellor can use this valuable information to assess and determine the appropriate intervention.

Differences between the presenting issue and the "real issue" are identified through contextual salience exploration.

Modifications to Current Situation
These do not involve major changes to occupational direction.
A job change (new position, same occupation),
A relocation (transfer to similar job at a different site but still at the same organization)

Lateral Movement
Seeking new experiences within similar occupation.
(i.e. same working group, or different department but at the same organization)

Realignment
Client returns to an earlier role that better maintained contextual salience, structural salience or both.
(e.g. Leave Foreman position to return to Journeyman position)

Enrichment
Employee gets involved in additional job-related activities