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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:
- According to the NG Pam 601-1 most high-quality leads come from high school presentations. What is your goal – number of presentations? Number of new classrooms/teacher? Number of junior and seniors? What is your specific plan for high school presentations in September and October?
- How do you apply “ -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” to recruiting?
79T Tune-Up
NGPAM 601-1
August
As a best business practice, you should contact 25 percent of your senior contacts, 30 percent of your HS graduates and 14 percent of your junior contacts by 31 August. The objective of these contacts is to obtain appointments. Determine and finalize all SASVAB scheduling in all assigned schools. Assist school officials in making arrangements for scheduling the ASVAB Interpretations following the release of scores. Contact the student government and set up a meeting to discuss what the ARNG and you can do to assist them in the upcoming school year (i.e. give speech/presentation, field trips, etc.). Contact the head football coach and volunteer to assist in leading calisthenics or calling cadence during team runs. Contact enlistees currently in HS and utilize them to the fullest extent. Ensure they understand the “Stripes for Buddies” program and energize them to solicit interest in the ARNG. Remember that the school faculty is working and it is often hectic in preparation for classes to start. Always schedule an appointment prior to going to the HS to prevent a strained relationship with the faculty.
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
LEADS BY EXAMPLE
DISPLAYING CHARACTER
6-66. Leaders operate on instinct that has evolved from what they have seen. What leaders see others do sets the stage for what they may do. Modeling these attributes of character defines the leaders to the people with whom they interact. A leader of sound character will exhibit that character at all times.
6-67. Living by the Army Values and the Warrior Ethos best displays character and leading by example. It means putting the organization and subordinates above personal self-interest, career, and comfort. For the Army leader, it requires putting the lives of others above a personal desire for self-preservation. Leading with Confidence in Adverse Conditions
6-68. A leader who projects confidence is an inspiration to followers. Subordinates will follow leaders who are comfortable with their own abilities and will question the leader who shows doubt.
6-69. Displaying confidence and composure when things are not going well can be a challenge for anyone, but is important for the leader to lead others through a grave situation. Confidence is a key component of leader presence. A leader who shows hesitation in the face of setbacks can trigger a chain reaction among others. A leader who is over-confident in difficult situations may lack the proper degree of care or concern.
6-70. Leading with confidence requires a heightened self-awareness and ability to master emotions. Developing the ability to remain confident no matter what the situation involves— Having prior opportunities to experience reactions to severe situations. Maintaining a positive outlook when a situation becomes confusing or changes. Remaining decisive after discovering mistakes. Encouraging others when they show signs of weakness.
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
- A CHARACTER
- HAS A PROBLEM
- AND MEETS A GUIDE
- WHO GIVES THEM A PLAN
- AND CALLS THEM TO ACTION
- THAT HELPS THEM AVOID FAILURE
- THAT ENDS IN A SUCCESS
Chapter 11 – People Want Your Brand to Participate in their Transformation
- Humans desire to transform
- Different, better, becomes more self-aware, better version of themselves
- Read the paragraph from page 132
- Gerber Knives – Hello Trouble
- Aspirational Identity
- “The best way to identify the aspirational identity that our customers may be attracted to is to consider how they want their friends to talk about them.”
- How they are perceived by their friends
- The transformation the hero has experienced so the audience has a point of reference that contrasts the hero’ character from the story beginning – what the hero has become.
- Improving the way customers see themselves.
Independent; self-reliant; Scout; Leader; not a crowd follower (other branch focussed)
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
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