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?
3 Segments this week:
- Mission Moment
- 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
Section VII Sales Psychology
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.
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.
- Winning attitude. Everybody wants to be a winner. They enjoy being around people who are upbeat, happy and successful. When was the last time you were speaking with someone and they were excited about being unemployed and down on their luck? When you present a positive and energetic attitude, your applicant/ prospect will enjoy being around you. That is the first step in creating a constructive relationship. Display the competitive spirit that sets you apart from the recruiters representing the other services. We want the best society has to offer. It will make the individual want to know why you are so happy. You can then explain, through proper interview techniques, that they can also experience your success through the ARNG. Attitude is everything.
- Controlling techniques.
(1) Eye contact. One of the most powerful tools a RRNCO can employ in recruiting is one in which no words need to be spoken. When the RRNCO maintains constant eye contact, the prospect will see it as a sign of confidence and honesty. Usually when someone is lying, they will not look you in the eye. If you have ever seen anyone walking through a shopping mall with their head hung down so they won’t have to look at anybody, the first thing you probably thought was that they had a confidence problem, were going to run into a wall because they couldn’t see where they were going or that they were just plain scared of looking into someone’s eyes. Always maintain eye contact with your applicant/prospect.
(2) Hypnotic affect of yes. Many little yes’s will add up to one big yes. This is the idea that if the RRNCO can get a prospect to agree too many small benefits during an interview, the positive mental picture painted will carry over as an end result. That result will be yes to joining the ARNG. This is a method of sales used in every industry. Do not ask questions that can be answered by no. A yes to the GI Bill, a yes to career training, a yes to great pay, a yes to excitement and adventure, along with other yes’s will literally condition this individual to respond in a certain way. The next response seems to flow right off the lips…yes; I want to join the ARNG.
(3) Controlling the interview. This is the concept of leading a prospect, step-by-step, through the interview process and to a definite conclusion. Through asking leading questions, the RRNCO can control what topics are discussed and keep the prospect from going off on a tangent. Do not allow the prospect to dictate what subject material is covered. Your time is too valuable to waste, and if it comes to it, let the prospect know this. Proper planning and preparation will give you a good start to a successful interview.
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
Fairness and Inclusiveness
7-20. Leader behavior has significant impact on the organizational climate. Army leaders who adhere to the Army Values and Warrior Ethos create a healthy organizational climate. Leader behavior signals to every member of the organization what is or is not tolerated. The members’ collective sense of the group—its organizational climate—is directly attributable to the leader’s values, skills, and actions. Unit climate assessments help leaders understand the unit’s climate (see AR 600-20).
Establishing a Positive Climate
7-21. After assessing the climate, leaders can monitor several key areas that indicate positive climate. Establishing clear and realistic goals for improvement is an important aspect. Communicating goals openly provides followers a clear vision to achieve. As subordinates meet these goals, leaders reward high
performance that conforms to the proposed climate.
7-22. Communication between subordinates and leaders is essential to create a positive climate. Leaders empower subordinates to bring creative and innovative ideas forward, and they seek feedback from subordinates about the climate. The most effective action a leader can take to establish a positive climate is to demonstrate concern for their subordinates’ welfare. Openly engaging in pro-unit or pro-organizational behaviors increases the likelihood that subordinates perceive leaders acting for the group’s welfare and they know the leader has the group’s best interests at heart.
CHAPTER 8: ACHIEVES
CHAPTER 9: LEADERSHIP IN PRACTICE
PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
CHAPTER 10: ORGANIZATIONAL LEADERSHIP
CHAPTER 11: STRATEGIC LEADERSHIP