Reduce new-hire production delays, resource Performance-Improvement-Plans, and promote collaboration to increase ARNG enlistments by providing weekly audio sustainment training and an online training archive to retain our institutional knowledge.

THIS WEEK:  Time Management; Conflict Resolution; Problem Implication

Welcome to Tuesday Training Podcast…a conversation and collaboration between Army National Guard Recruiters.  

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?

79T Tune-Up  

NGPAM 601-1

Section II

Time Management

2-5. General

Early and careful planning is the key to successful recruiting. This section offers guidance to help RRNCOs attain and maintain high levels of productivity through complete planning. Adherence to this guidance will:

* Help supervisors to develop attainable goals that will meet the needs of supported units and organizations.  

* Focus RRNCOs’ efforts on the most productive activities and times of the day.

* Show RRNCOs how to plan their activities to establish efficient schedules that will help make maximum use of their resources, provide adequate time off from duty, and make allowances for the many factors that affect their time.

2-6. Principles of Time Management

Recruiting and retention efforts are affected by the availability of the persons to be recruited and those who will help the recruiting program. In addition, the requirement for early MEPS processing appointments, evening MET site testing, and evening appointments with prospects, parents, families, and civic/social organizations often make 8-to- 5, Monday to Friday hours impossible. Supervisors will monitor their RRNCOs’ schedules closely to ensure that they:

* Schedule periodic leave.

* Adhere to a relatively normal workweek with one or two days off per week (average), and that they do not work consistently long hours.

* Are not merely maintaining an “office presence” during 8-to-5 hours, and also keeping early morning, late evening, and weekend recruiting and retention commitments. This is an artificial, counterproductive effort that needlessly builds stress, leads to “burn-out” and has adverse effects on the Soldier’s health, productivity, morale, and relationships with family members.

 

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

USING COMPLIANCE AND COMMITMENT

Methods of Influence

Application of Influence

Resistance

PROVIDING PURPOSE AND MOTIVATION

Building and Sustaining Morale

RESOLVING CONFLICTS

6-35. Conflict is the process in which one individual or group perceives that another individual or group negatively affects their interests. Conflict does not require the involvement of two people, nor is it necessarily founded in reality based on actual circumstances. One person may be in conflict with another, without the second person even realizing it or being at fault. As a leader, it is important to identify and resolve conflict before it affects personal and organizational functioning and effectiveness.

6-36. Conflicts can be categorized as work-based such as clarifying roles,