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Providing Ongoing Sustainment Training for Army National Guard Recruiters
Welcome to Tuesday…Tuesday Training Podcast…a conversation and collaboration between Army National Guard Recruiters. 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…..you will make a difference.
Better recruiter descriptions:
- Launch Leaders
- Transition Technicians
- Career Catalyst
- Start Strategist
- Initiation Engineer
- Commencement Coach
- Bridge Builders
- Legacy Launchers
LEADERSHIP LESSON:
“Best thing you can do to become a great recruiter is to become a great Soldier.” SGM Butz
ADRP 6-22
4 PARTS OF ADRP 6-22
- PART ONE: THE BASICS OF LEADERSHIP
- PART TWO: THE ARMY LEADER: PERSON OF CHARACTER, PRESENCE AND INTELLECT
- PART THREE: COMPETENCY-BASED LEADERSHIP FOR DIRECT THROUGH STRATEGIC LEVELS
- PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
COLLECTIVE LEADERSHIP
2-40. When leaders of different elements with different roles align to a collective effort, they create the greatest amount of synergy to achieve the desired results. Successful leadership depends on the alignment of purpose, direction, and motivation. Leaders who work in isolation produce only limited results at best and—at worst—will unhinge other efforts. Coordinated actions of teams and units working toward the same purpose accomplish missions. Leaders working collectively are not only coordinating and synchronizing actions across the range of military operations but they have a shared mindset as to how to create and maintain a positive climate. This unifying and collective aspect of leadership is undeniably an essential element of militaries all the way down to small teams. Collective leaders—
- Recognize that cohesive leadership has a greater impact than an individual leader has alone.
- Consciously contribute to unifying beliefs, attitudes, and actions up and down and across units.
- Concede personal power and control to subordinates, peers, and superiors when doing so will enhance a collective focus.
- Sacrifice self-interest and personal or unit accomplishments in favor of mutual goals.
- Create and groom relationships with others inside and outside the organization that contribute to advancing goals.
- Become aware of sources of expertise across a unit and draw on it when needed.
79T TUNE-UP:
6-6. Faculty Expectations
It is reasonable for the faculty to have expectations of an ARNG RRNCO to: encourage all students to stay in school to graduate. Encourage the participation in the SASVAB testing program and aid in the interpretation, contact the students IAW school policy and protocol. Present clear, accurate, and complete information to students, giving honest answers on both positive and negative aspects of the military, so that students can make informed decisions. Make appointments in advance for visits with school officials and/or students. When requesting records from the school, have written permission from a student or a parent, if the student is a minor.
Story: Mother brings her son to the office at her wits end.
PERPETUALLY PROSPECTING:
5C CONVERSATIONS: CONNECT, COLLECT, CONTRIBUTE, CONFIRM, CONTINUE
Tears of a Mother
Advantages of the RRNCO: SFC Rivera from the Brooklyn, NY “I must warn you though, as you already know (and have been doing this a little more than a day), while our doctrines are the same when we recruit nationwide, recruiting in NY State (especially NYC) there is a different dynamic (to put it mildly) into how we do business here.”
EXPERT BADGE TRAINING
