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?
4 Segments this week:
- Mission Moment
- Director 54 Interview with SSG Elizabeth Nielson NEARNG
- 79T Tune Up
- Leadership Lesson
MISSION MOMENT with CSM (r) Dave Eustice of Military Recruiting Experts
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
2-45. Customer Concerns
At any point in the interview, the lead may raise a concern. You have two choices: ignore it (it may or may not come up again) or target the type of concern that the individual has and overcome it by using the following:
- Indifference is when the person that you are calling does not realize it’s possible to improve their circumstances or they just don’t see the importance of making an improvement in their circumstances. Indifference usually happens after your opening. To overcome this is to:
(1) Acknowledge the lead’s point of view.
(2) Request permission to probe.
(3) Probe to create lead’s awareness.
(4) Confirm existence of need(s).
- Stall occurs during your close. The person does not reject your close but doesn’t accept it either. A way to overcome this is:
(1) Probe to understand the issue.
(2) Continue to recommend a meeting.
- Skepticism is when a person doubts what you tell them about features of the ARNG. The following steps will help you overcome this.
(1) Acknowledge the concern.
(2) Offer relevant proof.
(3) Check for acceptance.
- Misunderstanding is when the person may mistakenly believe an aspect of the ARNG. Ensure that you don’t attack this but take time to do the following:
(1) Probe to find the need behind the concern.
(2) Support the need.
(a) Acknowledge the need.
(b) Describe a relevant feature and benefit.
(c) Check for acceptance.
- Drawback is when the person may not want to change an aspect of them that is required for service in the ARNG. Use the following to overcome this:
(1) Acknowledge the concern.
(2) Refocus on the bigger picture.
(3) Outweigh with previously accepted benefits.
(4) Check for acceptance.
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
CREATES A POSITIVE ENVIRONMENT/FOSTERS ESPRIT DE CORPS
SETTING THE CONDITIONS FOR POSITIVE CLIMATE
7-10. Climate and culture provide the context in which leaders and followers interact. Each element has an effect on the other. Research in military, government, and business organizations shows that positive environments lead to individuals who feel better about themselves, have stronger commitments, and produce better work. If leaders set the tone for a positive climate, others will respond in kind.
7-11. Leaders strive to establish a climate characterized as fair, inclusive, and ethical. To be fair, it must be applied consistently, be free from bias, be accurate, be correctable, and be based on ethical standards. Inclusive means that the organization integrates everyone, regardless of difference. Ethical means that actions throughout the organization conform to the Army Values and Warrior Ethos.
7-12. Many view leadership by default as only positive actions. However, some leaders use inappropriate strategies to obtain immediate results and mindless adherence to orders without concern for others. They may bully others, berate subordinates mercilessly, or make unlawful choices to get their way. Selfish
leaders ignore ideas from others, micromanage events, hoard information, undermine peers, and work to look good to superiors. Extreme and consistent forms of these undesirable behaviors indicate a toxic or abusive leader. Leaders with a positive approach can be firm in exacting discipline and can do so with care and respect for those they lead and in the interest of the organization’s future.
7-13. To create a positive climate, leaders have the challenge to identify the presence and effects of anyone who contributes to a negative climate. Some techniques for doing this include—Augmenting evaluations with information from peer and subordinate perspectives. Pursuing both evaluative and developmental approaches to correct negative behaviors. Using unit climate assessment reports to identify problems early. Focusing on long-term success by recognizing legitimate concerns from subordinates and making timely and candid feedback part of a leader’s routine responsibility.
7-14. Part of being a steward of the profession is policing one’s self and others in the organization. Leaders need to continually assess the organizational climate, realize the importance of development, and work to limit
. Recognizing the importance of long-term sustainability and sharing and encouraging feedback (both positive and negative) needs to be a priority for all unit members.
CHAPTER 8: ACHIEVES
CHAPTER 9: LEADERSHIP IN PRACTICE
PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
CHAPTER 10: ORGANIZATIONAL LEADERSHIP
CHAPTER 11: STRATEGIC LEADERSHIP