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:
79T Tune Up
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
2-49. Comprehensive Communication Skills
Comprehensive communication skills provides the critical competencies (knowledge, skills and attitudes) associated with effective RRNCOs in their efforts to successfully manage all three tenets of strength maintenance philosophy: recruiting, retention and attrition management. These tenets come into play at various points in the life cycle of the typical Soldier, so this concept is firmly embedded throughout the program. This course reflects changes in the ARNG in the current operating environment and the day-to-day reality of an RRNCO’s experience, on which all examples and exercises are based. The course is structured to help the RRNCO take the hill — know the terrain, move incrementally, and gain ground as they learn and practice the processes and skills that lead to success as an RRNCO. The content is built as five phase lines — each building the RRNCO’s skills and knowledge as he takes the hill.
a. The first three phase line of comprehensive communication skills focus on process skills essential to their success as an RRNCO. These are fundamental in supporting the actions to prospect, interview, and carry out the three tenets. The first phase line is the foundation—the ARNG itself. Phase line 1 looks at the ARNG brand promise—“You can.” This means understanding the brand promise and how it affects the RRNCO’s role and the prospect, recruit, or Soldier, leveraging that understanding by conveying it effectively. It underscores the importance of being a “Soldier first.” The second critical phase line is customer and product knowledge: knowledge of the customers and the ARNG product. This entails knowing all about: the market, the characteristics of the territory, and the customers—the prospects, recruits, Soldiers, and those who influence these various people and what motivates each one. The ARNG product examines the ARNG, what it offers to its customers, how it appeals to the specific motivators and values. It emphasizes the importance of uncovering both the tangible and the intangible benefits of the ARNG. The third critical phase line looks at what we do—the strategic know-how in areas that are critical to the RRNCO’s success, including: the roles of the RRNCO, the competition, the Soldier life cycle timeline, the unit processes, situation analysis and sourcing leads.
b. The fourth, and most extensive, phase line focuses on the “how”—critical communication skills to use when prospecting, interviewing, making presentations or briefing unit leadership. With these skills, the RRNCO can develop a dialogue with all his customers—prospects, recruits, Soldiers, influencers, and unit leadership—at any point in the Soldier’s life cycle and achieve the best result for all concerned. Specifically the RRNCO will better understand the role of effective communication in executing on customer knowledge, product knowledge, brand image, and strategic know-how. He/she will understand how communication skills are a critical component of engaging the prospect, Soldier, COI, VIP, unit leadership, and all other customers. The RRNCO learns that once engaged in a targeted discussion, he/she is able to achieve objectives that are a win all around—for the customer, for the RRNCO and for the ARNG. The communication skills in this unit include: building trust, prospecting, presenting. The communication skills consist of: building trust, without which, effective communication is impossible. Communicating to engage so that the RRNCO knows what to say and do when he is prospecting and interviewing. Applying the communicating to engage skills when presenting helps the RRNCO effectively convey the ARNG message to groups. Applying the communicating to engage skills when influencing unit decisions helps him move others to action when he has no direct authority of control over them.
c. The final phase line of the comprehensive communication skills looks at sustainment tools to help the RRNCO maintain and apply what they learned. The tools can be implemented through self-study, conducted by the RRNCOIC, or through the SMTC MTT.
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
Dealing with Ethics and Climate
BUILDING COHESION AND TRUST
DEMONSTRATING CARE FOR PEOPLE
7-32. To prepare for increasingly more demanding operational environments, Army leaders must invest more time on self-study and self-development than before. Besides becoming multiskilled, Army leaders have to balance the demands of diplomat and Soldier. Acquiring these capabilities to succeed in decisive action is challenging, but critical. In no other profession is the cost of being unprepared as unforgiving, often resulting in mission failure and needless casualties.
BEING PREPARED FOR EXPECTED AND UNEXPECTED CHALLENGES
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)