I have some sympathy for this position as counsellors in the workplace can find themselves facing very complex dilemmas. Even in established workplace counselling services, some counsellors have difficulty accepting the authority of a manager, or even understanding the role of a manager; they seem unable to see their own roles as anything more than that of being a counsellor, even though they are part of an organization.

This occurs whether or not the manager is a counsellor; indeed, sometimes managers who are counsellors may have an even more difficult task trying to manage other counsellors and may find themselves trying to prove their counselling ability, knowledge and credibility. The work milieu can be both judgemental and competitive – quite contrary to the climate that most counsellors look to work in. Nonetheless, they are subject to all of the vicissitudes, demands and pressures of an organization, like any other employee. Unfortunately, some counsellors forget their own position in an organization because of their necessary focus on individuals and take on the role of ‘saving’ employees from the ‘dreadful’ organization, despite being themselves employees in that organization.

Can you summarize this passage into bullet points?
And why is it unfortunate that some counsellors forget their place in the organization because of the necessary focus on the individual and take on the role of “rescuing” employees from the “dreaded” organization?