TRAINING TUESDAY PODCAST 179 (10 TIPS TO PUBLIC SPEAKING; EXTENDING INFLUENCE BEYOND THE COC; THE PLAN)

Welcome to Tuesday Training Podcast…a conversation and collaboration between Army National Guard Recruiters.  
This week, because of your efforts, lives will be changed, legacies will be started and generations will be impacted.  What you do matters…..you make a difference!

HOW MANY PEOPLE DID YOU ASK TO JOIN THE NATIONAL GUARD LAST WEEK?

79T Tune-Up  

NGPAM 601-1

2-21. Ten Tips For Successful Public Speaking

Feeling some nervousness before giving a presentation is natural and healthy. It shows you care about doing well.  But, too much nervousness can be detrimental. Here’s how you can control your nervousness and make effective, memorable presentations:

  1. Know the room. Be familiar with the place in which you will speak. Arrive early and walk around the speaking area and practice using the microphone and any visual aids.
  2. Know the audience. Greet some of the audience as they arrive. It’s easier to speak to a group of friends than to a group of strangers.
  3. Know your material. If you’re not familiar with your material or are uncomfortable with it, your nervousness will increase. Practice your presentation and revise it if necessary.
  4. Relax. Ease tension by doing exercises.
  5. Visualize yourself giving your presentation. Imagine yourself speaking, your voice loud, clear, and assured.  When you visualize yourself as successful, you will be successful.
  6. Realize that people want you to succeed. Audiences want you to be interesting, stimulating, informative, and entertaining. They don’t want you to fail.
  7. Don’t apologize. If you mention your nervousness or apologize for any problems you think you have with your presentation, you may be calling the audience’s attention to something they had not noticed. Keep silent.
  8. Concentrate on the message – – not the medium. Focus your attention away from your own anxieties, and outwardly toward your message and your audience. Your nervousness will dissipate.
  9. Turn nervousness into positive energy. Harness your nervous energy and transform it into vitality and enthusiasm.
  10. Gain experience. Experience builds confidence, which is the key to effective speaking. Consider practicing in front of peers or friends and family. You might

Leadership Lesson ADRP 6-22

PART ONE: THE BASIS OF LEADERSHIP

CHAPTER 1:  FUNDAMENTALS OF LEADERSHIP

CHAPTER 2:  ROLES AND LEVELS OF LEADERSHIP

PART TWO: THE ARMY LEADER: PERSON OF CHARACTER, PRESENCE, AND INTELLECT

CHAPTER 3: CHARACTER

CHAPTER 4:  PRESENCE

CHAPTER 5:  INTELLECT

PART THREE:  COMPETENCY-BASED LEADERSHIP FOR DIRECT THROUGH STRATEGIC LEVELS

CHAPTER 6:  LEADS Others

LEADS

BUILD TRUST

EXTEND INFLUENCE BEYOND THE CHAIN OF COMMAND

6-53. While Army leaders traditionally exert influence within their unit and its established chain of command, multiskilled leaders must be capable of extending influence to others beyond the chain of command. Extending influence beyond the chain of command is the second leader competency. In today’s politically- and culturally-charged operational environments, even direct leaders may work closely with unified action partners, the media, local civilians, political leaders, police forces, and nongovernmental agencies. Extending influence requires special awareness about the differences in how influence works.

6-54. When extending influence beyond the traditional chain of command, leaders often have to influence without authority designated or implied by rank or position. Civilian and military leaders often find themselves in situations where they must build informal teams to accomplish organizational tasks. Leaders must engage and communicate via multiple means (face-to-face, print media, broadcast media, social media, and other emerging collaboration technologies) to influence the perceptions, attitudes, sentiments, and behaviors of key actors and agencies. Leaders establish themes and messages and may personally engage key players to ensure the themes and messages are transmitted and received as intended.

6-55. The key element of extending influence and building teams is the creation of a common vision among prospective team members. A unique aspect of extending influence is that those who are targets of influence outside the chain may not even recognize or willingly accept the authority of an Army leader.  Often informal teams develop in situations where there are no official chains of authority. In some cases, it may require leaders to establish their credentials and capability for leading others. At other times, leaders may need to interact as a persuasive force but not from an obvious position and attitude of power.

6-56. Leading without authority requires adaptation to the environment and cultural sensitivities of the given situation. Leaders require cultural knowledge to understand different social customs and belief systems and to address issues in those contexts. When conducting operations, for example, even small-unit leaders must understand that their interaction with the local populace and their leaders can have dramatic impacts on the overall theater strategy. The manner in which a unit conducts house-to-house searches for insurgents can influence the local population’s acceptance of authority or become a recruiting incentive for the insurgency.

LEADS BY EXAMPLE

COMMUNICATES

CHAPTER 7:  DEVELOPS

CHAPTER 8:  ACHIEVES

CHAPTER 9:  LEADERSHIP IN PRACTICE

PART FOUR:  LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS

CHAPTER 10:  ORGANIZATIONAL LEADERSHIP

CHAPTER 11:  STRATEGIC LEADERSHIP

 

CRAFT DEVELOPMENT

Currently reading:  BUILDING A STORY BRAND; Clarify Your Message So Customers Will Listen, Donald Miller  http://buildingastorybrand.com/ Live Workshops

Buy the book – attend the workshop!

SB7 Framework

  1. A CHARACTER
  2. HAS A PROBLEM
  3. AND MEETS A GUIDE
  4. WHO GIVES THEM A PLAN
  5. AND CALLS THEM TO ACTION
  6. THAT HELPS THEM AVOID FAILURE
  7. THAT ENDS IN A SUCCESS

Chapter 7 – Who Gives Them A Plan

“Commitments are risky for our customers because as soon as they make a commitment, they can lose something.”  page 86

What if…..?

Rushing creek analogy

Path of hope

  1. Clarity – the plan must create clarity
    1. The Process Plan – alleviates confusion
      1. “A process plan can describe the steps a customer needs to take to buy our products, or the steps the customer needs to take to use our product after they buy it, or a mixture of both.” page 88
        1. Pre-enlistment
        2. Post-enlistment
        3. Combination
          1. Prequalification
          2. Choose your path
          3. Get paid to prepare for Basic Training
          4. Complete your initial training
          5. Join your team
    2. The Agreement Plan – alleviates fear
      1. “An agreement plan is best understood as a list of agreements you make with your customer to help them overcome their fear of doing business with you.”  page 90
      2. “The best way to arrive at an agreement plan is to list all the things your customer might be concerned about as it relates to your product or service and then counter that list with agreements that will alleviate their fears.”  page 92
        1. We will be with you every step of the way.
        2. You are joining my unit and I will be serving with you most of your career.
    3. What’s the Plan Called
      1. Summary title

Mystorybrand.com – brainstorm your plan

HOTLINE:  Leave voicemail to share ideas, celebrate success, solve a common problem, ask a question, correct an error  307-202-8031

King Solomon:  If the iron is blunt, and one does not sharpen the edge, he must use more strength, but wisdom helps one to succeed. (Ecclesiastes 10:10 ESV)

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