Always a positive message to improve performance and increase production!
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.
3 Segments this week:
79T Tune Up
MISSION MOMENT with CSM (r) Dave Eustice of Military Recruiting Experts
August Military Recruiting Experts Seminars
High Performer Seminar 20-21 August
Command Team Seminar 22-23 August
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
2-54. Soldier Life Cycle Timeline and Unit Processes
Know the sales process: from lead sources to introduction to unit. Find out what is going on with prospects, recruits, Soldiers and understand what needs to be done at the appropriate time. Get problems resolved quickly and do what you said you would do to maintain your credibility with the prospects. You are the “franchise owner” so take ownership. Know the unit processes: don’t fall into the trap of doing unit’s work – know/anticipate expectations, know the counseling process and plan the outcome you want: sales interview, briefings, and updates to improve your productivity. Implement measurement method (example, 5-1-2-1+1); develop annual and quarterly marketing plans. Use your sales tools: know what they are; where to use in the sales process and with which customer, create presence, momentum, and opportunity.
2-55. Situational Analysis
Understand a systematic process for situation analysis. Be able to use a cause and effect diagram to define a situation and find the cause. Apply process to determining actionable solutions that will enable you to increase leads and enlistments.
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
BEING PREPARED FOR EXPECTED AND UNEXPECTED CHALLENGES
7-39. Leaders prepare themselves for leadership positions through lifelong learning and broadening experiences. Lifelong learning involves study and reflection to acquire new knowledge and to learn how to apply it when needed. Some leaders readily pick up strategies about how to learn new information faster and more thoroughly. Becoming a better learner involves several purposeful steps:
- Plan the approach to use to learn.
- Focus on achievable learning goals.
- Set aside time to study.
- Organize new information as it is encountered.
- Track how learning is proceeding.
7-40. Broadening consists of those education and training opportunities, assignments, and experiences that provide exposure outside the leader’s branch or functional area competencies. Broadening allows development of a wider range of knowledge and skills, augments understanding of the spectrum of Army missions, promotes practical application of language training, or increases cross-cultural exposure and expands awareness of other governmental agencies, organizations, or environments.
7-41. Good learners focus on how to use new information as it relates to other information. To solidify new knowledge, leaders apply it and experience what it means. Leaders need to develop and expand knowledge of tactics and operational art, technical equipment and systems, diverse cultures, and geopolitical situations.
CHAPTER 8: ACHIEVES
CHAPTER 9: LEADERSHIP IN PRACTICE
PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
CHAPTER 10: ORGANIZATIONAL LEADERSHIP
CHAPTER 11: STRATEGIC LEADERSHIP