TRAINING TUESDAY PODCAST 164 (TIME MANAGEMENT; CONFLICT RESOLUTION; IMPLICATIONS)

Reduce new-hire production delays, resource Performance-Improvement-Plans, and promote collaboration to increase ARNG enlistments by providing weekly audio sustainment training and an online training archive to retain our institutional knowledge.

THIS WEEK:  Time Management; Conflict Resolution; Problem Implication

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?

79T Tune-Up  

NGPAM 601-1

Section II

Time Management

2-5. General

Early and careful planning is the key to successful recruiting. This section offers guidance to help RRNCOs attain and maintain high levels of productivity through complete planning. Adherence to this guidance will:

  1. Help supervisors to develop attainable goals that will meet the needs of supported units and organizations.  
  2. Focus RRNCOs’ efforts on the most productive activities and times of the day.
  3. Show RRNCOs how to plan their activities to establish efficient schedules that will help make maximum use of their resources, provide adequate time off from duty, and make allowances for the many factors that affect their time.

2-6. Principles of Time Management

Recruiting and retention efforts are affected by the availability of the persons to be recruited and those who will help the recruiting program. In addition, the requirement for early MEPS processing appointments, evening MET site testing, and evening appointments with prospects, parents, families, and civic/social organizations often make 8-to- 5, Monday to Friday hours impossible. Supervisors will monitor their RRNCOs’ schedules closely to ensure that they:

  1. Schedule periodic leave.
  2. Adhere to a relatively normal workweek with one or two days off per week (average), and that they do not work consistently long hours.
  3. Are not merely maintaining an “office presence” during 8-to-5 hours, and also keeping early morning, late evening, and weekend recruiting and retention commitments. This is an artificial, counterproductive effort that needlessly builds stress, leads to “burn-out” and has adverse effects on the Soldier’s health, productivity, morale, and relationships with family members.

 

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

USING COMPLIANCE AND COMMITMENT

Methods of Influence

Application of Influence

Resistance

PROVIDING PURPOSE AND MOTIVATION

Building and Sustaining Morale

RESOLVING CONFLICTS

6-35. Conflict is the process in which one individual or group perceives that another individual or group negatively affects their interests. Conflict does not require the involvement of two people, nor is it necessarily founded in reality based on actual circumstances. One person may be in conflict with another, without the second person even realizing it or being at fault. As a leader, it is important to identify and resolve conflict before it affects personal and organizational functioning and effectiveness.

6-36. Conflicts can be categorized as work-based such as clarifying roles, competing for resources or generating different solutions to the same problem, or individual-based such as personality differences, annoyances, and tension. Work-based conflicts can be beneficial to organizations resulting in improved decision making, elimination of redundancies, and increased commitment; however, individual-based conflicts can result in lower morale and effectiveness of the individuals as well as the organization.

***Call me for marriage/family crisis***

ENFORCING STANDARDS

Performance Checks and Inspections

Instilling Discipline

BALANCING MISSION AND WELFARE

Taking Care of Soldiers and Army Civilians

Identifying High-Risk Behaviors

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

 

CRAFT DEVELOPMENT

SECRETS OF QUESTION BASED SELLING by TOM FREESE

Make sure you have listened to my interview with Tom Freese, Episode 126.

Chapter 14 Re-engineering the Elevator Pitch

Secret #129 “Opening with an elevator pitch about the company or product puts a salesperson or sales organization in an extremely weak position.”  page 241

This also relates to every sales call or presentation – BLUF is not a good idea!

Secret #130 “Starting with the elevator pitch is the quickest way to commoditize one’s value proposition.”  page 243 — commoditize = turn into a commodity or turn into another product

SPA vs. PAS  (Solution, Problem, Alternatives) vs. (Problem, Alternatives, Solution)

“I have concluded that the reason sellers gravitate so naturally to an SPA approach is because it’s easier to start a conversation by talking about what we do know (our solution) than what we don’t know (the customer’s problems).”

“Because I have this problem (P), which the alternatives (A) don’t solve as effectively, that’s why I am going to choose to purchase or implement this particular solution (S).”  page 246

Hidden benefit – bond, rapport

Secret #132 “Bonding with prospective buyers on what’s most important t them is significant because that’s what allows them to begin to trust you.”  page 247

“After all, uncovering potential problems is what ultimately creates sales opportunities.”  page 247

Secret #133 “You bond with prospects by focussing your attention on their problems, not on your solutions.”  

Selling Water Pumps – water in the basement is a problem but “They buy water pumps because of the potential implications that could arise as the result of having a flooded basement.” page 251

Top 10 Implications to homeowners with water in their basement:

  1. Cause structural damage to the home
  2. Damage personal property
  3. Create a mildew or odor issue
  4. Present health or safety risks
  5. Affect other systems in the house (AC, electrical)
  6. Likely create a huge inconvenience
  7. Present an insurance hassle
  8. Increase stress within the household
  9. Reduce the homeowner’s property value
  10. End up costing the homeowner lots of money

 

Don’t ask…”Why is flooding in your basement a problem.”  ‘Prospects are always forming impressions, so asking clueless questions will quickly reduce your credibility.”  page 253

Secret #134 “Raising potential implications creates one of the greatest opportunities for sellers to establish credibility early in the sales process.”  page 254

Secret #135 “When prospective customers form the impression that you might be able to help them, they lower their defenses and start helping you to help them.”

Episode 126 –

Top Ten Implications of Each Feature

Training:

  1. More job opportunities
  2. Start at a higher wage
  3. Be of greater value to the employer because of diversity
  4. Pick and choose jobs within a company
  5. Save you time and money to be re-trained in the civilian world
  6. Be able to communicate the language during the civilian interview
  7. All your eggs are not in one basket
  8. Often the military is using technology that civilian companies are just getting
  9. Save the company money
  10. Always have a fall-back trade

 

HOTLINE:  Leave voicemail to share ideas, celebrate success, solve a common problem, ask a question, correct an error  307-202-8031

King Solomon:  If the iron is blunt, and one does not sharpen the edge, he must use more strength, but wisdom helps one to succeed. (Ecclesiastes 10:10 ESV)

Doug Siggins

MSG (r) Doug Siggins facilitates Training Tuesday Podcast to cultivate, collaborate and celebrate RRNCO success.
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