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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.
NG Pam 601-1 Appendix F
Recommended Calendar of School Activities (Month-by-Month)
July
July is the month that your school program officially begins. Initiate your HS folders on 1 July. As a best business practice, contact a minimum of 15 percent of the upcoming seniors and 20 percent of graduates by 31 July in each assigned school. Contact school officials for appointments to discuss new or changed ARNG programs, confirm this year’s school policies, and schedule or confirm the ASVAB. Schedule a career day, job fair, and as many presentations (SEVs) as possible early in the school year. Restock RPI racks, request activities schedule, sporting event schedules, and any other schedule that would assist in your scheduling of attendance at these events.
Deliver all staff support items produced by State or national marketing/advertising initiatives. Request the number of SEV program materials needed to support your entire school year. Make an appointment to discuss the upcoming school year with the JROTC department and to schedule time in front of those students. Offer your services as a Soldier, SME to assist the JROTC instructors in the classroom.
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
Basics of an Army Leader’s Intellect
- Mental Agility
- Sound Judgement
- Interpersonal Tact
- Recognizing Diversity
- Self-Control
- Emotional Factors
- Balance
- Stability
- Expertise
- Tactical Knowledge
- Technical Knowledge
- Joint Knowledge
- Cultural and Geopolitical Knowledge
PART THREE: COMPETENCY-BASED LEADERSHIP FOR DIRECT THROUGH STRATEGIC LEVELS
CHAPTER 6: LEADS
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
EMOTIONAL FACTORS
5-15. An Army leader’s self-control, balance, and stability greatly affect their ability to interact with others. People have hopes, fears, concerns, and dreams. Understanding that emotional energy sparks motivation and endurance is a powerful leadership tool. Giving constructive feedback helps mobilize the team’s emotional energies to accomplish difficult missions.
5-16. Self-control, balance, and stability enable making ethical choices. An ethical leader successfully applies ethical principles to decisionmaking. It is critical for leaders to remain calm under pressure and expend energy on things they can positively influence and not worry about things they cannot.
CRAFT DEVELOPMENT
SECRETS OF QUESTION BASED SELLING by TOM FREESE
Make sure you have listened to my interview with Tom Freese, Episode 124.
Chapter 2 Review
HOTLINE: Leave voicemail to share ideas, celebrate success, solve a common problem, ask a question, correct an error 307-202-8031
