Providing Ongoing Sustainment Training for Army National Guard Recruiters


Welcome to Tuesday…Tuesday Training Podcast…a conversation and collaboration between Army National Guard Recruiters.  It is our fundamental belief that we are not what we were yesterday, and we are not yet what we will become, but we are on a growth glide path…that we can develop our attitude, our motivation, our basic beliefs about our institution and our mission – that we can develop our craft and make a difference.  This week lives will be changed, legacies will be started and generations will be impacted because of what we do to serve our citizens by bringing the best and brightest into our organizations.  What you do matters… will make a difference.



  • Leadership Lesson from the ADRP – Army Leadership Requirements Model (Attributes)
  • 79T Tune-Up – NGR 601-1 Market Timing
  • Perpetually Prospecting – 6 Secrets for Sales Prospecting Success
  • Expert Badge Training – 30 Day Rule





Army Leadership Requirements Model

1-31. Leader competence develops from a balanced combination of institutional schooling, self-development, realistic training, and professional experience. Building competence follows a systematic and gradual approach, from mastering individual competencies to applying them in concert and tailoring them to the situation at hand. Leading people by giving them a complex task helps them develop the confidence and will to take on progressively more difficult challenges.

1-32. Competencies provide a clear and consistent way of conveying expectations for Army leaders. Current and future leaders want to know how to be successful leaders. The core leader competencies apply across all levels of leader positions and throughout careers, providing a good basis for evaluation and focused multisource assessment and feedback. A spectrum of leaders and followers (superiors, subordinates, peers, and mentors) can observe and assess competencies demonstrated through behaviors.

1-33. Leader competencies can be developed. Leaders acquire the basic competencies at the direct leadership level. As the leader moves to organizational and strategic level positions, the competencies provide the basis for leading through change. Leaders continuously refine and extend the ability to perform these competencies proficiently and learn to apply them to increasingly complex situations.

1-34. Performing missions develops, sustains, and improves these competencies. Leaders do not wait until deployments to develop their leader competencies. They use every training opportunity to assess and improve their ability to lead.
1-35. To improve their proficiency, Army leaders can take advantage of chances to learn and gain experience in the leader competencies. They should look for new learning opportunities, ask questions, seek training opportunities, conduct self-assessments, and request performance critiques. This lifelong approach to learning ensures leaders remain viable as professionals.


79T TUNE-UP: NGR 601-1

6-15. Market Timing

To help you focus your recruiting efforts throughout the year, your recruiting program must include quarterly market objectives.  Below is the primary, secondary, and tertiary market guidance for you to consider when developing your quarterly market objectives.

  1. First Quarter. (Percent of Yearly Mission, 22-24%)

1)  Primary Market.  A recommended primary market for first quarter is high school (HS) seniors.  Servicing this market during the first quarter targets proactive HS Seniors who are planning for their futures and understand how we can assist in meeting their needs.  Synchronized use of the following will enhance your effort:  targeted mailings (complementing the NGB HS Senior direct mailing in Sep), telemarketing activities, school presentations (Career Direction and/or G.E.A.R. Program), Post-High School Planning Session participation, and using HS Senior unit members who have completed Phase I of IADT (basic Training) for referrals, ADSW and a hometown recruiting program.

(2)  Secondary Market. A recommended secondary market is high school graduates/college students.  Servicing these secondary market targets late decision-makers that may have attained a deeper understanding of their needs for membership in the Army National Guard. Use of targeted mailings (complementing the NGB direct mailing in Nov) synchronized with telemarketing activities using high school senior and college lists (all available using the Solomon Amendment) will enhance success.  This market maximizes utilization of non-Summer training seats.  An additional subset of this market that can be prospected is ROTC classes at the universities in your State with host or satellite ROTC programs to inform members of the benefits of the Simultaneous Membership Program (SMP), as well as to inform them of opportunities as officers in the ARNG.

(3)  Tertiary Market.  A recommended tertiary market is Prior Service Soldiers in the Individual Ready Reserve (IRR).  Servicing this market during the first quarter provides target coverage to an accessible subgroup of the prior service market.  It acknowledges time constraints based on forecasted primary and secondary market recruiting activities and the restricted access/approachability of other PS sub-market groups due to weather, holiday season reluctance, and other factors.  Success can be enhanced by use of targeted mailings synchronized with telemarketing activities



6 Secrets of Sales Prospecting Success     sales

In this special podcast you’ll learn prospecting secrets from six of the world’s most trusted sales experts. This recording is from a recent Virtual Sales Boot Camp – one of the biggest live sales training events in the world. Get more free sales tips and tools at

  • Learn how to interrupt prospects. We willing to interrupt.  Interrupting creates anxiety.
  • Referrals are key to business
  • Planned dialog
  • Daily discipline – get rid of all distractions, cell phone, web browsers, email
  • Make your plan your own – your plan has to be your own based on your strengths
  • More effective on phone
    1. Dedicated time blocks; nobody defaults to prospecting
    2. Sales voice
      1. Calm, casual sounding calls
      2. No “cheesy sales voice”
    3. Laser focused on the objective for the call
      1. Ask 3 times for discovery meeting
      2. Visit with me anyway
    4. Winning with voicemail (30 min)
      1. Leave a series of messages
      2. Perseverance, humor, creativity
  • Earn a call back
  1. Use the telephone
  • Referrals
    1. Use social media to build reputation
    2. KNL (building a successful career)
      1. Knowledge (subject matter expert)
      2. Network (COI/VIP)
  • Love (honest, keep word, servant)
  1. Ask people to share if you take good care of them
  2. When you get a thank you
    1. Prepared script
      1. So clad you were helped…it would be awesome if you would share the information
    2. Build it into the agreement. If I exceed your expectations I am going to ask you to bring your friends to a meeting at your house.
  • Prospecting tools



The 30 Day Rule

Mon, 11 Aug 2014 18:06:58 GMT

The 30 Day Rule states that the prospecting you do in this thirty-day period will pay off for the next ninety days. It is a simple, yet powerful universal rule that governs sales and you ignore it at your peril. The implication of the 30-Day Rule is simple. Miss a day of prospecting and it will tend to bite you sometime in the next ninety days. Miss a week and you will feel it in your commission check. Miss the entire month and you will tank your pipeline, fall into a slump, and wake up ninety days later desperate, feeling like a loser, with no clue how you ended up there.


 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)


Doug Siggins

MSG (r) Doug Siggins facilitates Training Tuesday Podcast to cultivate, collaborate and celebrate RRNCO success.