Providing ongoing, mobile RRNCO sustainment training to stimulate success and promote professionalism.
THIS WEEK: 79T Training; Resistance; Control
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?
BEST PRACTICES – INTERVIEWS WITH THE DIRECTOR 54 ACHIEVER IN EACH STATE.
NG Pam 601-1
Chapter 2 Recruiting Activity
America’s Army recruiting doctrine relies mainly on accepted sales techniques for recruiting the force. The major tasks and functions of ARNG RRNCO are similar to those of many civilian sales personnel. This chapter describes a system for ARNG personnel to apply sales techniques for recruitment. It introduces the ARNG RRNCOs to the following elements described in this pamphlet.
- Product knowledge.
- Time management.
- Public speaking.
- Market analysis and advertising.
- Telephone techniques.
- Sales psychology.
- Comprehensive communication skills.
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
USING COMPLIANCE AND COMMITMENT
METHODS OF INFLUENCE
- Pressure – explicit demands
- Legitimating – referring to one’s position or rank
- Exchange – offer to trade
- Personal appeals – friendship or loyalty
- Collaboration – leader cooperates in providing assistance
- Rational persuasion – evidence, logical argument or explanation
- Apprising – provides an explanation why request will benefit a follower
- Inspirational Appeals – leader fires us enthusiasm
- Participation – asks others to take part in addressing problem or meeting an objective
APPLICATION OF INFLUENCE
6-18. Diagnosis of the nature of the relationship and cause of opposition is a leader’s first response to resistance. Leaders should consider the nature of the relationship and degree of good will. If a negative rapport exists, resistance may show a lack of trust and need additional effort to establish a positive relationship. If a positive relationship exists, then resistance may reflect different interests or perceived pressure on well-being or autonomy. Resistance may stem from perceived threats associated with possible reduction in personal freedoms. This reaction occurs in instances when heavy pressure is applied and it can strengthen resistance to influence and more generally to any requests from the same source.
6-19. Leaders need to ensure all parties focus on a common understanding. Overt acknowledgement of resistance can help reduce it. Leaders increase receptivity to messages and build support for achieving goals by interrupting the other party’s focus on resistance. Refocusing on intended positive outcomes may sway negative mindsets and consume some of the energy fueling resistance.
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