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: NGPam 601-1, Appendix D; Building Trust; Building a Story Brand – the Villain
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?
Public Speaking Presentation Checklist
- Read your presentation aloud and modify it to fit your style and the local area.
- Read through the presentation aloud, and change words and phrases to fit your style.
- Add personal examples or local information as needed.
- Highlight key phrases (e.g., use a bright colored marker) to allow you to glance at the presentation rather than read it.
- Practice with the equipment; troubleshoot any problems with software or equipment.
- Ensure that the presentation is within the time limit.
- Mark less essential information, you can delete should you begin running out of time.
- Ensure that you’re focusing on and highlighting key points (e.g., the LEAD messages).
- Present to live audience (if possible, videotape for review).
- Ask for audience feedback and advice.
- Work on improving eye contact, body language, and voice quality.
- To avoid technical or performance problems, run a Pre-Presentation Check-Up before each event.
- The day before the presentation, check that the laptop, projector, and software are in working order. Note: remember spare projector bulbs.
- Inventory the equipment, cables, lesson plan and computer CD containing PowerPoint presentation.
- Run through the PowerPoint presentation to ensure that all video and audio is working effectively.
- Note audio levels of the music/presentation when the system is set up so you have an idea of the setting you will need in the classroom.
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
6-48. Trust enables influence and mission command. When high levels of trust exist, people are more willing and naturally accepting of influence and influence is more likely to occur in multiple directions.
6-49. Trust encompasses reliance upon others, confidence in their abilities, and consistency in behavior. Trust builds over time through mutual respect, shared understanding, and common experiences. Communication contributes to trust by keeping others informed, establishing expectations, and developing commitments. Sustaining trust depends on meeting those expectations and commitments. Leaders and subordinates earn or lose trust through everyday actions and attitudes.
6-50. It is important for leaders to promote a culture and climate of trust. To establish trust, leaders create a positive command climate that fosters trust by identifying areas of common interest and goals. Teams develop trust through cooperation, identification with other members, and contribution to the team effort. Leaders build trust with their followers and those outside the organization by adhering to the leadership competencies and demonstrating good character, presence, and intellect. Leaders need to be competent and have good character to be trusted.
EXTEND INFLUENCE BEYOND THE CHAIN OF COMMAND
LEADS BY EXAMPLE
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
BUILDING A STORY BRAND; Clarify Your Message So Customers Will Listen, Donald Miller http://buildingastorybrand.com/ Live Workshops
Buy the book – attend the workshop!
- A CHARACTER
- HAS A PROBLEM
- AND MEETS A GUIDE
- WHICH GIVES THEM A PLAN
- AND CALLS THEM TO ACTION
- THAT HELPS THEM AVOID FAILURE
- THAT ENDS IN A SUCCESS
Chapter 5 – Has a Problem
No problem – no story
The villain – the villain should be dastardly.
- The villain should be the root source
- The villain should be relatable
- The villain should be singular
- The villain should be real
- External Problems
- Internal Problems
- Philosophical Problems
“Companies tend to sell solutions to external problems, but people buy solutions to internal problems.” page 62
“What stories teach us is that people’s internal desire to resolve a frustration is a greater motivator than their desire to solve an external problem.” page 63
“Philosophical problems can best be talked about using terms like ought and shouldn’t. “Bad people shouldn’t be allowed to win” or “People ought to be treated fairly.”
Tesla Motor Cars:
Villain: Gas guzzling, inferior technology
External Problem: I need a car.
Internal Problem: I want to be an early adopter of new technology
Philosophical: My choice of car ought to help save the environment.
Edward Jones Financial Planning:
Villain: Financial firms that don’t listen to their customers
External Problem: I need investment help
Internal Problem: I’m confused about how to do this (especially with all the tech-driven resources out there)
Philosophical: If I’m going to invest my money, I deserve an advisor who will thoughtfully explain things in person.
Mystorybrand.com – brainstorm all of the literal adn metaphorical villains you have; brainstorm the external problems your brand resolves; brainstorm the internal problems
Army National Guard
Villain for Gen Z: Status Quo; Employee vs Entrepreneur; Unfulfilled Life; Missing an experience; can’t express yourself;
HOTLINE: Leave voicemail to share ideas, celebrate success, solve a common problem, ask a question, correct an error 307-202-8031