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

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

Section VII Sales Psychology

2-47. General

The ARNG recruiting doctrine relies mainly on accepted sales techniques for recruiting the force. The major tasks and functions of ARNG RRNCOs are similar to those of many civilian sales personnel. This section discusses the psychology of the sale. Psychology is the attitudes and behavior typical of a person or group. When it comes to selling –persuading people to enlist in the ARNG, memorizing a particular sales method or simply flying by the seat of your pants will result in lost enlistments. Understanding why an applicant responds differently to varying stimuli, and using a style and technique appropriate to the situation, will result in a higher enlistment-to-interview ratio.

2-48. Purpose

Having a specific system, this can be continuously modified in response to certain recognized attitudes and behaviors (in the middle of the interview) will enable the RRNCO to control the direction and outcome of the interview. With no two prospects being exactly alike, it is essential that the RRNCO be able to utilize the following techniques in a manner appropriate to the applicant.

1. Winning attitude
2. Controlling techniques.
3. Another element of the interview the RRNCO must control is the environment in which the interview is conducted.
4. Selling you.
5. Active listening.
6. Visualization.
7. Techniques to build self esteem and confidence.
8. Creating the urgency to act.

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

Learning Environment

7-17. The Army harnesses the experience of its people and organizations to improve the way it operates.  Based on experiences, learning organizations adopt new techniques and procedures that complete jobs more efficiently or effectively. Likewise, they discard techniques and procedures that have outlived their purpose. Learning organizations create a climate that values learning in its members. Leaders actively identify and support opportunities for education, training, and experience.

7-18. Learning leaders use their experience to find better ways of doing things. It takes courage to create a learning environment. Leaders dedicated to a learning environment cannot be afraid to challenge how they and their organizations operate. When leaders ask, “why do we do it this way” and find the reason is,

“because we’ve always done it that way,” it is time for a closer look at the process. Unless leaders are willing to question how things operate now, no one will know what is possible.

7-19. Leaders who make it a priority to improve their subordinates lead learning organizations. They use effective assessment and training methods, motivate others to develop themselves, and help others obtain training and education to reach their potential. An upbeat climate encourages individuals to recognize the

need for organizational change and supports a willing attitude of learning to work with change.

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)