Welcome to Tuesday Training Podcast…a conversation and collaboration between Army National Guard Recruiters where we can create a culture of excellence, collaborate creativity, and celebrate success.
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.
Welcome to Virginia ARNG RRB
HOW MANY PEOPLE DID YOU ASK TO JOIN THE NATIONAL GUARD LAST WEEK?
3 Segments this week:
79T Tune Up
MISSION MOMENT with CSM (r) Dave Eustice of Military Recruiting Experts
NGPAM 601-1 Appendix F
As a best business practice, you should contact 60 percent of your senior enrollment, 100 percent of your HS graduates and 100 percent of your junior enrollment by 28 February. Dynamic momentum can be infused into your HS prospecting program this month for the following reasons: It is the beginning of a new semester. For seniors, it
is their last. Regardless of plans they may have made, they are now more aware of what this final semester indicates. The reality for many will mean they will be more open to the ARNG message than in previous contacts. Use your senior class ARNG recruits to assist in your efforts to prospect seniors! Juniors want something to do this summer. They want to earn money and they want to do something with their friends. The good reasons for enlisting during the junior year still apply, but they are looking for excitement. Encourage your junior class recruits to obtain
prospects while you foster enthusiasm for a great program. Absences of teachers who are chaperoning field trips will provide opportunities to give additional presentations in the classrooms. These classroom incursions will be an addition to SEVs you have already planned.
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
CHAPTER 7: DEVELOPS
OVERVIEW OF DEVELOPS
CREATES A POSITIVE ENVIRONMENT/FOSTERS ESPRIT DE CORPS
7-5. Climate and culture describe the environment in which a leader leads. The leader shapes the environment in which the leader and others operate. Culture refers to the environment of the Army as an institution and of major elements or communities within it. Strategic leaders shape the Army’s culture, while organizational and direct leaders shape the climate of units and organizations.
7-6. Taking care of people and maximizing their performance largely determines how well the leader shapes the organization’s climate. Climate is how members feel about the organization and comes from shared perceptions and attitudes about the unit’s daily functioning. Climate affects motivation and the trust Soldiers and Army Civilians feel for their team and leaders. Climate is generally a short-term experience, depending upon a network of personalities within the organization that changes as people come and go.
CHAPTER 8: ACHIEVES
CHAPTER 9: LEADERSHIP IN PRACTICE
PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
CHAPTER 10: ORGANIZATIONAL LEADERSHIP
CHAPTER 11: STRATEGIC LEADERSHIP
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)