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?
TTMP (Talk to More People)
Check on Learning:
What is one way you personally could benefit from having a more up-to-date and detailed Area Information Model?
6-78. It is critical to remain aware of ___________ to listening that prevent hearing and absorbing what speakers say.
Chapter 2 Recruiting Activities
Section I Product Knowledge
Section II Time Management
Section III Public Speaking
Section IV Market Analysis
2-28. Strength Maintenance Area Information Model Primary Fields
a. Location of SM office.
b. Establish a SM perimeter.
c. Learn the attitudes and activities that go on within the community.
d. The number of qualified potential prospects.
e. The number of colleges, vocational schools, trade schools and the number of potential prospects attending.
f. The high schools in the area and the number of juniors/seniors.
g. The industries within the area.
h. The number and location of other reserve units.
i. Past production statistics and benefits that are successful.
j. The attitude and assistance of the supported units towards the SM mission.
k. The names of all Soldiers who have an ETS within four years.
l. A copy of your assigned unit’s unit vacancy report.
2-29. Guidelines for Designing a Marketing Analysis Model
a. The market analysis model shows:
(1) your target population base.
(2) Where major businesses are located.
(3) Where government buildings are located.
(4) Where schools are located.
(5) Where your market has been successful in the past.
b. The market analysis model is generally made up of one or more maps showing the RRNCOs area. Limited space may determine your ability to display everything within your area of responsibility.
c. One or more acetate overlays may be added to the map to show desired data. Acetate overlays may be made up to show important data and prolong the use of the basic map.
d. Using overlays makes it possible to identify or review specific data without placing everything on one map. This reduces the chances of placing so much data on one map that it becomes confusing.
e. Acetate overlays identify the following:
(1) Data identifying boundary lines of the recruiting area.
(3) Zip code zones.
(4) Prime recruiting markets such as high schools and other educational institutions, industries and major employers.
(5) Other important sites such as libraries, courthouses, etc.
(6) Media outlets.
(7) Military units.
(8) Competitor’s locations.
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
EXTEND INFLUENCE BEYOND THE CHAIN OF COMMAND
LEADS BY EXAMPLE
6-79. Competent leaders know themselves, the mission, and the message. They owe it to their organization and their subordinates to share information that directly applies to their duties. They should provide information that provides context and purpose. Additionally, sharing of information may prepare subordinates for future duties and greater responsibility.
6-80. Leaders keep their organizations informed because it builds trust. Shared information helps relieve stress and control rumors. Timely information exchange allows team members to determine requirements and adjust to changing circumstances. Informing subordinates of a decision and the supporting reasons shows appreciation and conveys the need for their support and input. Good information flow ensures the next leader in the chain is sufficiently prepared to take over, if required. Subordinates must clearly understand the leader’s vision.
6-81. Leaders use a variety of means to share information: face-to-face talks, written and verbal orders, running estimates and plans, published memos, e-mail, Web sites, social media, and newsletters. When communicating to share information, the leader must acknowledge two critical factors: A leader is responsible for making sure the team understands the message. A leader must ensure that communication is not limited to the traditional chain of command but often includes lateral and vertical support networks.
6-82. The greater use and availability of e-mail, Web sites, and social media has increased the access and speed of information. The leader needs to be aware of misinformation and ensure accurate information is conveyed. Although electronic means of sharing data has made it easier, the leader needs to conduct face-to-face talks with subordinates to ensure they fully understand as well as receive feedback.
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!
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 13 HOW STORYBRAND CAN TRANSFORM A LARGE ORGANIZATION
“Your BrandScript can also be leveraged to transform employee engagement. And that hs enormous implications for large organizations.” page 157
Where are your people hearing the BrandScript?
“A true mission isn’t a statement; it’s a way of living and being” page 167
“A mission is a story you reinforce through every department strategy, every operational detail, and every customer experience. That’s what it means to be a company on mission.” page 167
Remember who the hero is and who is the guide….
“In an organization, the team is positioned as the hero and the company leadership is positioned as the guide.” page 170
“We’ve found time and time again that leaders desire to be seen as heroes when, in actuality, everything they think they want from playing the hero only comes by playing the guide. Guides are respected, loved, listened to, understood, and followed loyally.” page 170
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