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?

Check on Learning:

Identifying who is who, what role they have, over whom they have authority or influence, and how they are likely to respond to the Army leader’s influence are important considerations in what Army competency?

Are people motivated most by gain or loss?

 

79T Tune-Up  

NGPAM 601-1

2-23. Schools

Become comfortable giving presentations in the schools. Having a good schools program and presentation is an RRNCO’s best opportunity to gain leads within the market. Chapter 6 discusses the ARNG schools program in detail. Schools provide the opportunity for contact with large numbers of high quality leads. Successful RRNCOs are those that develop good school programs. While much of this information is geared toward high schools, the same general principles apply to other types of schools, colleges and universities. There is no one formula for success that will work in every school. Each RRNCO must develop and implement programs that will work with each individual school involved. Relationships between RRNCOs and schools are very fragile, and must be handled with total professionalism.

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

NEGOTIATING, BUILDING CONSENSUS AND RESOLVING CONFLICTS

6-64. Leaders must often resolve conflicts between Army interests and local populations or others. One method is negotiation. Negotiation is a problem-solving process in which two or more parties discuss and

seek to satisfy their interests on various issues through joint decisions. The desired end-state of the negotiation process is the creation of a good choice between a clear, realistic, and satisfactory commitment and a reasonable alternative to a negotiated agreement that better meets the leader’s interests. Interests relate to each party’s needs, fears, concerns, goals, and motivations. Parties’ interests may be shared, different, or in conflict. Effective leaders negotiate around interests rather than positions that tend to be static and unyielding. Negotiation situations often involve multiple issues such as lives, security, resources, and alliances. They occur over time, often in cross-cultural settings with multiple parties, and can be extremely complex. Successful agreements frequently depend on positive relationships. While many approaches to negotiation exist, an appropriate strategy for the current operational environment is principled negotiation. The leader skilled in principled negotiation forms working relationships with the other parties while ensuring sound substantive outcomes that do not require either compromise or force to achieve organizational goals.

6-65. Successful negotiations involve several components.