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.
NGB has released a new podcast!! It is excellent and will become a critical component to the communication within ARNG recruiting. Ensure every RRNCO has access and listens.
Check it out: https://soundcloud.com/user-236298925-477325067
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
2-50. The Brand Promise
You are the you in YOU CAN! Be passionate: know/communicate: value/history/heritage and future of the ARNG. Be an NCO first, then a RRNCO, help motivate self/others. Be sure you stay pumped up and positive in this environment, know the situation at all times to focus on the needs of your people and do the right things on the front end: don’t front-load attrition.
2-51. Customer and Product Knowledge
OPTEMPO and war on terrorism changed the product we are offering; the ARNG product is both tangible and intangible: never all one or the other. Anticipate all of your “customers” – know what they are looking for, prospects, recruits, parents, guidance counselors, COI’s, first termers; careerists, and unit leaders be sure you keep current on programs and changes that impact the product you are selling.
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
7-33. Successful self-development concentrates on the key components of the leader: character, presence, and intellect. While refining abilities to apply and model the Army Values, Army leaders maintain high levels of fitness and health, not only to earn the respect of others, but also to withstand the stresses of leading and maintaining their ability to think clearly.
7-34. While physical fitness is important, leaders must exploit every available opportunity to sharpen their intellectual capacity and relevant knowledge. The conceptual components affecting leader intelligence include mental agility, judgment, innovation, interpersonal tact, and expertise. A developed intellect helps the leader think creatively and reason analytically, critically, ethically, and with cultural sensitivity.
CHAPTER 8: ACHIEVES
CHAPTER 9: LEADERSHIP IN PRACTICE
PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
CHAPTER 10: ORGANIZATIONAL LEADERSHIP
CHAPTER 11: STRATEGIC LEADERSHIP