Providing ongoing, mobile RRNCO sustainment training to stimulate success and promote professionalism.
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?
Winning isn’t everything unless you are as good as you can get. If you can still improve then losing shows you that there is a way to get better….someone else has already done it. Director 54 interviews show us that we have a ways to go; that we can improve and get better.
NG Pam 601-1 Appendix F
As a best business practice, you should contact 60 percent of your senior enrollment, 75 percent of your HS graduates and 70 percent of your junior enrollment by 31 December. Ask HS officials if you may set up in the teacher’s lounge so you may provide information about available programs. Again, this is the holiday season so schedule this visit at each HS to get maximum exposure. Provide refreshments at each set up. Try to have different RPIs on hand to give out. Have the HS announce your visit in the teacher’s daily bulletin. Be prepared to schedule presentations as requested for those teachers who respond with interest. Contact college students who are home during the holidays (remember that many first-year college students do not return to school after the first semester). Participate in HS holiday events. Establish a point of contact at the HS to obtain HS letters and/or transcripts during the holidays. By December, you should inform principal of your HS of those students who have enlisted and the education benefits they have earned.
“If sales were a language, it would be a language of questions”. Jeb Blount
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
PART THREE: COMPETENCY-BASED LEADERSHIP FOR DIRECT THROUGH STRATEGIC LEVELS
CHAPTER 6: LEADS
- 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
6-15. To succeed and create true commitment, subordinates should perceive influencing methods as authentic and sincere. Positive influence comes from leaders who do what is right for the Army, the mission, the team, and each individual Soldier. Negative influence—real and perceived—emanates from leaders who primarily focus on personal gain and lack self-awareness. Even honorable intentions, if wrongly perceived by followers as self-serving, will yield mere compliance. False perception may trigger unintended side effects such as resentment of the leader and the deterioration of unit cohesion.
6-16. The nature of the mission determines which influence method or combination of methods is appropriate. When a situation is urgent and greater risk is involved, eliciting follower compliance may be desirable. Direct-level leaders often use compliance to coordinate team activities in an expedient manner. In comparison, organizational leaders typically use indirect influence to build strong commitment.
6-17. When influencing their followers, Army leaders should consider—
- The objectives for the use of influence should be in line with the Army Values, ethics, the Uniform Code of Military Justice, the Soldier’s Creed, and the Civilian Creed.
- Compliance-seeking influence focuses on meeting and accounting for task demands.
- Commitment-encouraging influence emphasizes empowerment and long-lasting trust.
Extrinsic / Intrinsic
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
SECRETS OF QUESTION BASED SELLING by TOM FREESE
Make sure you have listened to my interview with Tom Freese, Episode 126.
Chapter 11 Navigating the Sales Process
Status – Issue – Implication – Solution
HOTLINE: Leave voicemail to share ideas, celebrate success, solve a common problem, ask a question, correct an error 307-202-8031