TRAINING TUESDAY PODCAST 229 (Happy New Year; Very Practical Personal Branding Discussion; Self Development)

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.

2 Segments this week:

Mission Moment
Leadership Lesson

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

79T Tune-Up  

NGPAM 601-1

Appendix F

Recommended Calendar of School Activities (Month-by-Month) Overview

July


July is the month that your school program officially begins. Initiate your HS folders on 1 July. As a best business practice, contact a minimum of 15 percent of the upcoming seniors and 20 percent of graduates by 31 July in each assigned school. Contact school officials for appointments to discuss new or changed ARNG programs, confirm this year’s school policies, and schedule or confirm the ASVAB. Schedule a career day, job fair, and as many presentations (SEVs) as possible early in the school year. Restock RPI racks, request activities schedule, sporting event schedules, and any other schedule that would assist in your scheduling of attendance at these events.  Deliver all staff support items produced by State or national marketing/advertising initiatives. Request the number of SEV program materials needed to support your entire school year. Make an appointment to discuss the upcoming school year with the JROTC department and to schedule time in front of those students. Offer your services as a Soldier, SME to assist the JROTC instructors in the classroom.

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

Assessing Climate

Dealing with Ethics and Climate

BUILDING COHESION AND TRUST

ENCOURAGING INITIATIVE

DEMONSTRATING CARE FOR OTHERS

PREPARES SELF

BEING PREPARED FOR EXPECTED AND UNEXPECTED CHALLENGES

7-35. When faced with diverse operational settings, a leader draws on intellectual capacity, critical thinking abilities, and applicable expertise. Leaders create these capabilities by studying doctrine and putting the information into context with personal experiences, military history, and geopolitical awareness. Self development should include learning languages, customs, belief systems, motivational factors, fundamentals, and TTP of unified action partners and potential adversaries.


7-36. Successful self-development is continuous and begins with the motivated individual, supplemented by a concerted team effort. Part of that team effort is quality feedback from multiple sources, including peers, subordinates, and superiors to establish self-development goals and self-improvement courses of action. These improve performance by enhancing previously acquired skills, knowledge, behaviors, and experience. Trust-based mentorship can help focus self-development efforts to achieve professional objectives.


7-37. Generally, self-development for junior leaders, specifically NCOs, is more structured and focused.  The focus broadens as individuals do their own assessments, determine individual needs, and become more independent. While knowledge and perspective increase with age, experience, training, and operational assignments, goal-oriented self-development actions can accelerate and broaden skills and knowledge.  Soldiers and Army Civilians can expect their leaders to enable in their self-development.


7-38. Civilian and military education is an important part of self-development. Leaders seek out education and training opportunities beyond required schooling. Leaders must develop themselves and help subordinates to acquire the individual attributes, intellectual capacities, and competencies to become great future leaders. To achieve leadership success in increasingly complex environments,

CHAPTER 8:  ACHIEVES

CHAPTER 9:  LEADERSHIP IN PRACTICE


PART FOUR:  LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS

CHAPTER 10:  ORGANIZATIONAL LEADERSHIP

CHAPTER 11:  STRATEGIC LEADERSHIP

CHAPTER 8:  ACHIEVES

CHAPTER 9:  LEADERSHIP IN PRACTICEPART 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)

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Doug Siggins

MSG (r) Doug Siggins facilitates Training Tuesday Podcast to cultivate, collaborate and celebrate RRNCO success.
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