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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?

Check on Learning:

1. Identifying who is who, what role they have, over whom they have authority or influence, and how they are likely to respond to the Army leader’s influence are important considerations in what Army competency?
2. Are people motivated most by gain or loss?

79T Tune-Up  

NGPAM 601-1

2-23. Schools

Become comfortable giving presentations in the schools. Having a good schools program and presentation is an RRNCO’s best opportunity to gain leads within the market. Chapter 6 discusses the ARNG schools program in detail. Schools provide the opportunity for contact with large numbers of high quality leads. Successful RRNCOs are those that develop good school programs. While much of this information is geared toward high schools, the same general principles apply to other types of schools, colleges and universities. There is no one formula for success that will work in every school. Each RRNCO must develop and implement programs that will work with each individual school involved. Relationships between RRNCOs and schools are very fragile, and must be handled with total professionalism.

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

LEADS

BUILD TRUST

EXTEND INFLUENCE BEYOND THE CHAIN OF COMMAND

NEGOTIATING, BUILDING CONSENSUS AND RESOLVING CONFLICTS
6-64. Leaders must often resolve conflicts between Army interests and local populations or others. One method is negotiation. Negotiation is a problem-solving process in which two or more parties discuss and
seek to satisfy their interests on various issues through joint decisions. The desired end-state of the negotiation process is the creation of a good choice between a clear, realistic, and satisfactory commitment and a reasonable alternative to a negotiated agreement that better meets the leader’s interests. Interests relate to each party’s needs, fears, concerns, goals, and motivations. Parties’ interests may be shared, different, or in conflict. Effective leaders negotiate around interests rather than positions that tend to be static and unyielding. Negotiation situations often involve multiple issues such as lives, security, resources, and alliances. They occur over time, often in cross-cultural settings with multiple parties, and can be extremely complex. Successful agreements frequently depend on positive relationships. While many approaches to negotiation exist, an appropriate strategy for the current operational environment is principled negotiation. The leader skilled in principled negotiation forms working relationships with the other parties while ensuring sound substantive outcomes that do not require either compromise or force to achieve organizational goals.

6-65. Successful negotiations involve several components. Leaders should— Understand and be willing to challenge assumptions about all parties involved, the desired outcome, the situation, and the negotiation itself.   Consider the measures of success for negotiation and choose the right one for the right situation. Prepare thoroughly in a manner that supports the desired outcome and process for negotiation. Build effective working relationships based on genuine rapport, respect, and reputation. Separate relationship issues from substantive issues and address both on their own merits.

-Utilize meaningful communication among involved parties to inquire, acknowledge, and advocate while demonstrating active listening and understanding while shaping perceptions and emotions of all parties.
-Generate many options or creative solutions that meet the interests of all parties as well as possible. Creating options should be separate from evaluating and deciding.
-Use objective, balanced, and fair criteria, standards, and merit to evaluate options. Apply a test of reciprocity: would one party find this aspect fair if they proposed it?
-Determine alternatives to a negotiated agreement. Alternatives are ways that each party can meet their interests without creating an agreement in the current negotiation. What is each party’s best alternative to a negotiated agreement?
-Commit to an agreement only if it is better than alternatives, is the best of many options, and meets interests based on fair criteria. A commitment should be clearly defined, well planned, and reasonable for implementing. Leaders must not promise what they cannot or will not deliver just to get an agreement.
-Review each negotiation systematically and use lessons to learn from one interaction to the next.

Table 6-3 Summary of the Competency Extends Influence Beyond the Chain of Command

LEADS BY EXAMPLE

COMMUNICATES

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

BUILDING A STORY BRAND; Clarify Your Message So Customers Will Listen, Donald Miller  http://buildingastorybrand.com/ Live Workshops

Buy the book – attend the workshop!

SB7 Framework

1. A CHARACTER
2. HAS A PROBLEM
3. AND MEETS A GUIDE
4. WHO GIVES THEM A PLAN
5. AND CALLS THEM TO ACTION
6. THAT HELPS THEM AVOID FAILURE
7. THAT ENDS IN A SUCCESS

Chapter 10 – That End in a Success

• People want to be taken somewhere
• The ending can’t be fuzzy
• Simple grid to help imagine the success of customers (Ryan Deiss, Digital Marketer)

• Say it clearly
• Show happy people engaging with the product

How to End A Story for Your Customer

Internal, External, Philosophical problems

1. Win Power and Position (status)
   1. Offer access – points/status – military service
   2. Create scarcity – bonus, MOS,
   3. Offer a premium – decorated unit, ROTC
   4. Offer identity association – USMC, times of high visibility
2. Union That Makes the Hero Whole (The Need for Something External to Create Completeness)
   1. Reduce anxiety – offers choices and control
   2. Reduce workload
   3. More time – because you are more than a Soldier
3. Ultimate Self-Realization or Acceptance (The Need to Reach Our Potential)
   1. “Once proven, the heroes realize an inner peace and can finally accept themselves because they’ve reached their potential.
   2. Inspiration
   3. Acceptance
   4. Transcendence:  “…offer a greater, more impactful life along with their products and services.” page 127

Stick to the basic answers because basic answers really do work.

Your story has to go somewhere

Mystorybrand.com – brainstorm your plan

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)

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