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This week: Prospecting realities; Creating a Recruiting Emergency; Too Much Guidance?
Training Tuesday Podcast, always brings 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.
MISSION MOMENT with CSM (r) Dave Eustice of Military Recruiting Experts (844) 628-7029 david.eustice@outlook.com
All MRE Events and Registration: https://www.militaryrecruitingexperts.com/event-registration.html
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
- BUILDING COHESION AND TRUST
- ENCOURAGING INITIATIVE
- DEMONSTRATING CARE FOR PEOPLE
- PREPARES SELF
- BEING PREPARED FOR EXPECTED AND UNEXPECTED CHALLENGES
- EXPANDING KNOWLEDGE
- DEVELOPING SELF-AWARENESS
CHAPTER 8: ACHIEVES
- GETS RESULTS
- PROVIDING DIRECTION, GUIDANCE, AND PRIORITIES
8-3. As leaders operate in larger organizations, their purpose, direction, guidance, and priorities typically become forward-looking and wider in application. Direct level leaders usually operate with less time for formal planning than organizational and strategic level leaders. Although leaders use different techniques for guidance depending on the amounts of time and staff available, the basics are the same. The leader provides guidance so subordinates and others understand the goals and priorities.
8-4. Leaders match their teams or units to the work required. Standard operating procedures or tasks define most work. As new missions develop and priorities change, assignments will differ. In higher-level positions, commanders and directors have staff to help perform these assignment and prioritization functions. Higher-level organizations have procedures such as running estimates and the military decisionmaking process to define and synchronize planning activities (see ADRP 5-0).
8-5. Leaders should provide guidance from both near-term and long-term perspectives. Effective leaders make thoughtful trade-offs between providing too much or too little guidance. Near-term focus is based on critical actions that must be accomplished immediately. In contrast, by delegating, leaders prepare others to handle missions competently and are available for higher-level coordination.
8-6. When tasks are difficult, adaptive leaders identify and account for the capabilities of the team. Some tasks will be routine and require little clarification, while others will present new challenges for the team. When new tasks are undertaken, leaders are alert to group organization, capabilities, and commitment.
8-7. Leaders should provide frequent feedback as an embedded, natural part of the work. While it is important to have set periods for developmental performance counseling, it is important to provide feedback on a regular basis. Making feedback part of the normal performance of work is a technique leaders use to guide how duties are accomplished.
8-8. Often the most challenging aspect of a leader’s job is to identify and clarify conflicts in followers’ roles and responsibilities. Good communication techniques with backbriefs are useful for identifying conflicts. Leaders should resolve any role differences that may arise as they occur.
8-9. Good guidance depends on understanding how tasks are progressing, so the leader knows if and when to provide clarification. Most workers have a desire to demonstrate competence in their work, so leaders need to be careful that they do not reduce this drive.
8-10. A leader’s primary responsibility is to help organizations operate effectively. They must accomplish the mission, which begins with a well-conceived plan and thorough preparation. Planning is one of the four steps of the operations process. ADRP 5-0 discusses planning, preparation, execution, and assessment.
CHAPTER 9: LEADERSHIP IN PRACTICE
PART FOUR: LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS
CHAPTER 10: ORGANIZATIONAL LEADERSHIP
CHAPTER 11: STRATEGIC LEADERSHIP
