Blog

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.

HOW MANY PEOPLE DID YOU ASK TO JOIN THE NATIONAL GUARD LAST WEEK?

TTMP

4 Segments this week:

Mission Makers – SSG Immler MO
Mission Moment
79T Tune Up
Leadership Lesson

MISSION MOMENT with CSM (r) Dave Eustice of Military Recruiting Experts

79T Tune-Up  

NGPAM 601-1

Chapter 2 Recruiting Activities

Section I Product Knowledge

Section II Time Management

Section III Public Speaking

Section IV Market Analysis

Section V Pre-Qualification

Section VI Telephone Prospecting

2-41. Timing

There are two factors to consider when using the telephone.

a. How many appointments do you want to schedule based on this telephone calling session?

b.Target audience – Based on the leads you are going to call; what is the best time of day to call them? You also need to reference your market timing plan.

2-42. Lead Contact

When calling a lead you may encounter some mission obstacles such as: answering machine, family member or a friend of the family. Until you have actually talked with the individual he or she is still considered a lead. Prepare yourself before the call in case you have to leave a message. When leaving a message with a family member or anyone else that picks up the phone; remember this person could be a potential prospect. Never limit yourself to the idea of one call one person. This opportunity also gives you a chance to sell the ARNG to the individual’s parents or spouse. You are always prospecting. Be sure to record the results of the contact within ARISS (Contact History)

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

COMMUNICATES

CHAPTER 7:  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.

7-7. Culture is a longer lasting and more complex set of shared expectations than climate. While climate is a reflection of how people think and feel about their  organization now, culture consists of the shared attitudes, values, goals, and practices that characterize the larger institution over time. It is deeply rooted in long-held beliefs and customs. Leaders establish a climate consistent with the culture of the institution.

Leaders use the culture to let members of the organization know they are part of something bigger than just themselves, that they have responsibilities to those who have gone before and those who will come after.

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)