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

3 Segments this week:

• Mission Moment
  79T Tune Up
  Leadership Lesson

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

1. Focus Forward

2. No Excuses

3. Maximum Effort

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

2-46. Telephone Psychology

Psychology, as defined by The Random House Dictionary, is the attitudes and behavior typical of a person or group.  A RRNCO’s behavior and the attitude projected over the telephone, while conducting a phone interview, can make or break his/her success. While an enthusiastic and dynamic RRNCO schedules appointment after appointment

because of his perceived confidence and determination, the RRNCO who simply goes through the motions with an unmotivated hesitancy, is being met with rejection. A positive attitude is everything when it comes to cold calling and making appointments. The following are some points to keep in mind when using the phone as a recruiting tool:

a. Overcoming fears is of paramount importance if use of the phone is to be an effective means of contacting prospects and scheduling interviews. The major reason that the phone is not used to its utmost potential is the fear of rejection. The word “no” is scary to many people and those individuals inevitably allow the rejection to become a

personal matter. As a RRNCO, you must keep in mind the fact that this is a business and not a personal affair. If the individual is saying “no”, he/she is saying “no” to the ARNG, not to you. Overcoming the fear of using the telephone will directly lead to a decrease in the number of rejections you receive because each time you use it gets easier.

b. The direct approach is a philosophy utilized by too few RRNCOs. It is the idea of contacting a prospect and getting right down to business. You make the call for a specific reason. Don’t get sidetracked and ramble on through a twenty minute conversation that has no bearing on the possibility that the prospect might be interested in

the ARNG. This does not mean that you should not discuss a variety of subjects during the call, but make them relevant and associate them with the ARNG. Everything you say should be based on the fact that you are trying to generate interest and schedule a face-to face interview.

c. Projecting confidence is simply a continuous attitude check. If you, the RRNCO, expect to succeed with the telephone, you must convince prospects that you are a sure thing. You have a very high self esteem and are extremely confident in your product– the ARNG. Always be positive and upbeat when talking with or meeting with a prospect or applicant. If you cannot appear in this manner, it would be better to put off the meeting or call until you can get it together. A prospect will see the ARNG as they see you, and if you are a bore, so is the ARNG.  Always be excited about what you are doing, even if you don’t feel like it.

d. Be prepared to handle attitudes. Most interviews will not go step-by-step according to a set plan.  Comprehensive communication skills gives you the basic knowledge of the principles to apply to the interview, but most often you will have to juggle the steps around to deal with different attitudes exhibited by prospects. At any point in the telephone conversation, the prospect may develop an attitude of doubt, apathy or objection. To be successful the RRNCO must learn how to overcome these attitudes and continue with the phone interview.

e. KISS principal (Keep It Simple and Short). This is a fundamental principle of interviews and telephone calls that has been mentioned earlier and will be referred to again throughout this chapter many times. If you stay on the phone with a prospect for thirty or forty minutes and tell them everything there is to know about the ARNG,

why would he/she need to meet with you in person? They already know everything there is to know and probably more. Do not Dump Truck. There is a good reason for keeping the call short and simple. If done properly, the prospect will be left with some unanswered questions, a growing interest and a need to meet with you to acquire

more information.

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

SETTING THE CONDITIONS FOR POSITIVE CLIMATE

Fairness and Inclusiveness

7-15. Fair leaders use the same set of principles and values to avoid arbitrary treatment of others. All leaders are responsible for adhering to equal opportunity policies and preventing harassment. Creating a positive climate begins with encouraging diversity and inclusiveness. People have different capabilities and

needs, so leaders should consider some differences while ignoring irrelevant differences. Leaders need to judge situations according to what is important in each case.

Open and Candid Communications

7-16. Effective leaders encourage open communications and candid observations. An open and candid environment is a key element in creating a unit poised to recognize and adapt to change.  Approachable leaders show respect for others’ opinions, even if contrary or out of the mainstream of thought. Some leaders specifically recognize others to provide a critical viewpoint to guard against groupthink.  A positive leader remains calm and objective when receiving potentially bad news.

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)