TRAINING TUESDAY PODCAST
Providing ongoing, mobile RRNCO sustainment training to stimulate success and promote professionalism.
THIS WEEK: QBS IN OUR FAMILIES; ARNG SALESMANSHIP; RESISTANCE CONTINUED)
HOW MANY PEOPLE DID YOU ASK TO JOIN THE NATIONAL GUARD LAST WEEK?
SECRETS OF QUESTION BASED SELLING by TOM FREESE
Make sure you have listened to my interview with Tom Freese, Episode 126.
Status – Issue – Implication – Solution
Family Relationships QBS
- How was your day?
- When will you get home?
- How are you feeling?
- Do you need me to pick something up at the store?
- Where you able to talk to (son, daughter) about ______?
- What should we do for dinner?
- How was your meeting with your boss?
- How did you handle the situation at work?
- What was (son, daughter’s) response to your conversation _______?
- To what extent is _____________ important?
- How do you mean?
- How so?
- What happened next?
- And then what?
- Like what?
- How does that work?
- In a perfect world, how this get solved in a way that is most satisfying?
- If I could carve out some time next week, could I be of help with this, or no?
79T Tune-Up NG Pam 601-1
Influencing people to enlist is the art of military salesmanship. The ARNG RRNCO is a professional Soldier with the skills, knowledge, and techniques needed to meet with and qualify potential enlistees and influence them to enlist. Complete understanding of product knowledge will enable RRNCOs to respond confidently and with authority as a subject matter expert. You must know your product. You must be able to approach a prospect; accurately assess his/her perception of immediate and long range goals; and present those features, benefits and options that can be tailored to satisfy his/her goals, needs, wants and desires. To do this, you must know your product and its many features and benefits. In the communities where you live and work, you are the ARNG. What you say is often taken as absolute fact.
While it is not necessary to know what every ARNG opportunity entails or what every ARNG unit is like, you do have to know where to find that information. Do not guess. Several tools are at your disposal to help answer questions and present features about the ARNG. The ARNG has a lot to offer today’s young men and women. The number and caliber of ARNG features and programs provide you, the ARNG RRNCO, with a sharp edge over the other services. Your ability to attract and enlist more highly qualified individuals will be enhanced by a profound knowledge of the programs and benefits that come with enlistment in the ARNG. Know your product. Practice talking about your product. Conduct role plays. Have confidence in the fact that you offer the best product available.
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 OTHERS
6-20. Leaders may need to clarify misperceptions or correct false beliefs stemming from claims of illegitimate sources or outright adversaries. Increasing the amount and quality of evidence can improve the effect of rational persuasion. Broadening the extent of personal appeal or better informing the followers of benefits is another way of refining the methods of influence. Leaders can lessen resistance by indicating concerns with their own position or requests. This demonstrates that the leaders recognize both the positives and negatives of a given request and that they are approaching the issue even-handedly and fairly.
6-21. Repeated, consistent requests can signal that the leaders are intent on reaching agreement on the requests. For instance, if an Army leader wants the local police to participate in patrols, they may be asked a dozen times on different occasions to participate. Eventually the number and detail of the requests may wear down resistance. However, this may have the opposite effect of entrenching the original negative position, signaling the need for a different method. Perhaps embedding the desired outcome into a narrative illustrates the ease of accommodating the request and the benefits to all parties. Regardless of approach taken, leaders should not risk their integrity nor wander from their mission to be perceived as influential.
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
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