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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: Recruiting Activities; Checks and Inspections; Closing
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
2-13. Recruiting Activities
Appendix C lists many activities/tasks/functions that RRNCOs will consider when developing their work plans. The ARISS application will assist the RRNCOs with scheduling and managing these productive recruiting activities. It is an example of what to use as a self-evaluation tool when working on one’s work plans. This is a recommended list and is not complete. Each successful RRNCO (with the assistance of the RRNCOIC) is the ultimate judge of the most efficient use of time. The RRNCO can use this as a means of determining if he/she is actually using his/her time in the most efficient and productive manner possible.
Appendix C
Recruiting Activities Listing
- Contact Centers of Influence (COI)
- Visit supported units/organizations
- Obtain new lists
- Refine and contact new leads
- Schedule/confirm an appointment
- Interview a prospect/applicant
- Schedule an applicant for processing
- Contact a new enlistee for a referral
- Visit a media outlet
- Request/place an advertisement or PSA
- Service take-one racks, poster, etc.
- Contact a civic organization
- Visit a school/athletic event
- Visit a counselor/teacher/school official
- Schedule a presentation/talk/speech
- Schedule/conduct/participate in a career day
- Plan/conduct a display
- Plan flexible time for unscheduled appointments
- Plan meal, rest, and off-duty times
- Have lunch/dinner with a COI/VIP/enlistee/applicant
- Schedule administrative actions
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
ENFORCING STANDARDS
Performing Checks and Inspections
6-40. Thorough inspections ensure Soldiers, units, and systems are fully capable and ready to execute the mission. Focused checking minimizes the chance of neglect or mistakes that may derail a mission or cause needless casualties. It gives leaders a chance to recognize subordinates or make on-the-spot corrections as necessary. Training subordinates for independent action is vital. To foster independence and initiative, direct leaders give instructions and clear mission intent with mission orders. They allow subordinates to complete missions without constantly looking over their shoulders.
Instilling Discipline
6-41. Leaders who consistently enforce standards simultaneously instill discipline that will pay-off in critical situations. True discipline demands habitual and reasoned obedience. An effective leader instills discipline by training to standard, using rewards and punishment judiciously, instilling confidence, building trust among team members, and ensuring they have the necessary technical and tactical expertise. Confidence, trust, and team effort are crucial for success in operational settings.
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 16 Closing More Sales…Faster
“The old school of selling tends to view closing as a series of tricks, gimmicks, and schemes designed to manipulate potential buyers into saying yes” page 288
“…most people love to buy, they don’t want to be sold.”
Secret #154 Closing isn’t something you do to somebody; rather, it’s a mutual experience you have with them.
Secret #156 Success in selling hinges less on your ability
to close, and more on your ability to get prospects ready to be closed.
Five Prerequisites of Closing:
- A Recognized Need
- A Viable Solution
- Value Must Justify the Cost
- A Sense of Urgency
- The Authority to Buy
“Essentially, the thinking has always been that a seller’s ability to push must exceed the prospect’s ability to resist.”
Four Keys to Closing More Sales
Key #1 Know the Status of the Opportunity
Secret #157 Soliciting feedback is important, but it’s even more important to solicit complete and accurate feedback.
Ask:
Smoke our the obstacles that stand in the way
“Is there something that would prevent you from moving forward on this process?
“What are our thoughts about…?
“How do you feel about the current status of…?
Trial Closes
Alternate Choices
“Would you like ____ or ____
“Are you interested in_____ or ______
“Is ______ acceptable or would your prefer ____?”
Asking about Smaller Components of the Larger Sale
“Have you thought about when you would want to ____?”
“Have you thought about what you wanted to be trained in?
Impending Event Closing
“I am headed to MEPS with John Do next Tuesday, does it make sense to try to go with John so you aren’t going alone?
Neutralizing the Disposition of Your Closing Questions
“When it’s time to close, sellers start to feel the risk or rejection. As a result, they ask positive questions in the hopes of generating a more positive response. This behavior is counterproductive, however. Prospects tend to mismatch the hopefulness of positive questions, in which case, salespeople end up receiving cautious, reluctant, or even negative responses. “
“You look concerned. Something isn’t right, is it?”
“If there was a problem lurking, one that might keep you from joining our team, would you be willing to share it with me?”
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