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.
TRAINING TUESDAY PODCAST Renewal Time 1Aug17-31Jul18
Dave Eustic Training – Military Recruiting Experts – (844) 628-7029
NCOIC/Team Leader Training
August 15-16 Charleston SC.
NGPAM 601-1; APPENDIX F; August
As a best business practice, you should contact 25 percent of your senior contacts, 30 percent of your HS graduates and 14 percent of your junior contacts by 31 August. Objective of these contacts is to obtain appointments. Determine and finalize all SASVAB scheduling in all assigned schools. Assist school officials in making arrangements for scheduling the ASVAB Interpretations following release of scores. Contact the student government and set up a meeting to discuss what the ARNG and you can do to assist them in the upcoming school year (i.e. give speech/presentation, field trips, etc.). Contact the head football coach and volunteer to assist in leading calisthenics or calling cadence during team runs. Contact enlistees currently in HS and utilize them to the fullest extent. Ensure they understand the “Stripes for Buddies” program and energize them to solicit interest in the ARNG. Remember that the school faculty is working and it is often hectic in preparation for classes to start. Always schedule an appointment prior to going to the HS to prevent a strained relationship with the faculty.
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
- Emotional Factors
- 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
5-23. Leaders ensure their subordinates know how to operate the organizations’ equipment. They often set an example with a hands-on approach. When new equipment arrives, direct leaders learn how to use it and train their subordinates to do the same. Once individuals are trained, teams, and, in turn, units train together. Army leaders know understanding equipment strengths and weaknesses is critical.
5-24. Leaders need to know what value the equipment has for their operations and how to employ the item. At higher levels, the technical knowledge requirement shifts from understanding how to operate single items to employing entire systems. Higher-level leaders have a responsibility to understand capabilities and the organizational impact. Some organizational and strategic level leaders have general oversight responsibility for new system development. Their interests lay in understanding how systems affect doctrine, organizational design, training, related materiel, personnel, and facilities. They must provide the necessary resources to properly field, train, maintain, operate, inventory, and turn-in equipment.
Make sure you have listened to my interview with Tom Freese, Episode 126.
Part One: A Short Course on QBS Strategy
Chapter 1: Selling Intangibles
Chapter 2: Expanding your Value Proposition
Chapter 3: Gold Medals and German Shepherds
Chapter 4: Herd Theory
Chapter 5: Mismatching
Part Two: Leveraging the Most Powerful Tool in Sales
HOTLINE: Leave voicemail to share ideas, celebrate success, solve a common problem, ask a question, correct an error 307-202-8031