Training Tuesday Podcast

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:

Define the Strength Maintenance Area Information Model and describe its importance.

According to the ADRP 6-22 “Leaders who stay a safe distance from risk destroy their subordinates’ _________ and ___________.”

 

79T Tune-Up  

NGPAM 601-1

Chapter 2 Recruiting Activities

Section I Product Knowledge

Section II Time Management

Section III Public Speaking

Section IV Market Analysis

2-27. Benefits Gained by Using the Area Information Model

* The RRNCO knows his/her assigned area and is always looking for opportunities to expand community understanding of the ARNG and always seeks information or data about new businesses and potential prospects.

* The RRNCOs assigned area clearly identifies the locations of unit members, new recruits and COIs/VIPs.

* It provides a visual of where schools, vo-techs and other important sites are located and the distances from unit or RRNCO office.

* The model contributes to planning when making visits and awareness of situations that should be avoided.

* Helps one make a decision that maximizes time, making one more efficient.

* Helps one determine trends.

* Identifies government locations for police checks, local libraries and other offices for obtaining documents.

* Helps to focus ones attention to the development of COI/VIP contacts and locations where “take one” racks can be set up.

* Zip code zones in your RSID assist you when targeting prospects within that area and helps to identify trends such as higher accession rates within a given zip code.

* Frequent, even daily review of the model will help RRNCO productivity by: Helps to plan appointments and reduce travel time. Shows productive and unproductive areas. Shows the potential to conduct related activities in the area. For example, between two appointments in the same area, make a COI or media contact, service a take-one rack, or visit a school official.

* Helps in planning the most productive and effective itineraries and routes to cover in the assigned area. 

* Provides RRNCOs a review technique when discussing accomplishments recruiting activities, conducting professional development training and assisting RRNCOs in overcoming deficiencies.

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

6-76. Competent leadership depends on good communication. Although viewed as a process of providing information, communication as a competency ensures there is more than the simple transmission of information. It achieves a new understanding, creates new or better awareness. Communicating critical information clearly is an important skill to reach shared understanding of issues and solutions. It conveys thoughts, presents recommendations, bridges cultural sensitivities, and reaches consensus. Leaders cannot lead, supervise,

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:

From the ADRP 6-22:  Leaders who take responsibility for their decisions and actions display ____________.

What is one takeaway you remember from the interview with MSG Brad Gladbach?

 

79T Tune-Up  

NGPAM 601-1

Chapter 2 Recruiting Activities

Section I Product Knowledge

Section II Time Management

Section III Public Speaking

Section IV Market Analysis

2-24. General

The Strength Maintenance Area Information Model is used by all RRNCOs. This tool shows a target population base, current market data, and production experience for a particular geographic area. The information it provides helps to develop future plans. Knowing the market situation, the use of well-conceived and carefully executed advertising and sales promotion efforts will be beneficial to the RRNCO.

2-25. Market Analysis Data Sources

Two great source of information on the WEB are www.virtualarmory.com with links to the Regional Recruiting Potential Model (RRPM) data site and https://gko.ngb.army.mil with links to the DSRO data site. The RRPM site provides links to government and civilian research found in The Strength Management Resource Library and the RRPM Research Briefs. The Director’s Strength Readiness Objectives (DSRO) site is hard data received from the states and distributed by NGB that list statistics on all strength maintenance areas.

2-26. Key Tasks for Developing the Area Information Model

* Determine the location of the SM office in reference to the community and market area, schools, industry, establishments frequented by target population. (travel distance, time).

* Establish a SM perimeter, usually by zip code.

* Identify addresses of current accessions.

* Determine the number and location of other reserve units and armed forces recruiters in the area and how well they are doing.

* Identify addresses of unit members living in assigned area.

* Determine the location of all post-secondary educational facilities in the area (colleges, vocational schools, trade schools, etc. and the number of potential prospects attending.

* Determine the high schools in the area and the number of juniors/seniors plus the total numbers of males/females attending.

* Identify, if possible, the number of high school students who plan to continue their education.

* Determine what area is potentially more productive.

* Determine past production statistics and ARNG features that are successful. (educational programs, cash bonuses).

* Determine the number of qualified prospects, ages 18-25.

* Determine the industries within the area and the employment /unemployment rate. It is also very important to know what the employers’ attitude is toward the military.

* Determine the attitude and assistance of the supported units towards the SM mission. It can be helpful to the RRNCO to know how the units are involved within the community.

* Acquire the names of all Soldiers who have an ETS within four years.

* Acquire a copy of your assigned unit’s vacancy report.

* Determine the number of prospects that enlisted in other service branches.

* Learn the attitudes of the communities you serve.

* Know when activities in the community are scheduled and list them.

* Identify COI/VIP locations, i.e. businesses, schools, civic, government.

 

Leadership Lesson ADRP 6-22

PART ONE: THE BASIS OF LEADERSHIP

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?

SHOUT OUT TO MONTANA AND NORTH DAKOTA

Check on Learning:

Think of one example of how you have done this well and one example of how you have failed at this:  “Displaying confidence and composure when things are not going well can be a challenge for anyone, but is important for the leader to lead others through a grave situation.”

From Chapter 11 of Story Branding by Donald Miller, “People Want Your Brand to Participate in their ________________.”

 

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

DISPLAYING CHARACTER

Leading with Confidence in Adverse Conditions

Displaying Courage

6-71. Projecting confidence in combat and other situations requires physical and moral courage. While physical courage allows Soldiers to defend their ground, moral courage empowers leaders to stand firm on values, principles, and convictions. Leaders who take responsibility for their decisions and actions display moral courage. Morally courageous leaders critically look inside themselves, consider new ideas, and change what caused failure.

6-72. Moral courage in daily operations is as important as physical courage in combat. Consider a Civilian test board director who has the responsibility to determine whether a new piece of military equipment performs to the established specifications. Knowing that a failed test may cause the possibility of personal pressure and command resistance from the program management office, a morally courageous tester will be prepared to endure that pressure and remain objective and fair in test procedures and conclusions. Moral courage is fundamental to living the Army Values of integrity and honor, whether civilian or military.

COMMUNICATES

CHAPTER 7:  DEVELOPS

CHAPTER 8:  ACHIEVES

CHAPTER 9:  LEADERSHIP IN PRACTICE

 

PART FOUR:  LEADING AT ORGANIZATIONAL AND STRATEGIC LEVELS

CHAPTER 10:  ORGANIZATIONAL LEADERSHIP

CHAPTER 11:  STRATEGIC LEADERSHIP

Notes from MSG Brad Gladbach’s Interview:

Do something every day

Initial appointments drive the train

Not putting a good days work in

Overdrive your mission – get in front and stay in front

Don’t’ get enlistment drunk

Attitude and effort define success

You are capable, are you willing?

Small victories – help maintain a good attitude

The importance of a peer group

Good leaders have charisma and listen well

 

HOTLINE:  Leave voicemail to share ideas, celebrate success, solve a common problem, ask a question, correct an error  307-202-8031

King Solomon:  If the iron is blunt, and one does not sharpen the edge, he must use more strength,

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:

According to the NG Pam 601-1 most high-quality leads come from high school presentations.  What is your goal – number of presentations? Number of new classrooms/teacher? Number of junior and seniors? What is your specific plan for high school presentations in September and October?  

How do you apply “ -Utilize meaningful communication among involved parties to inquire, acknowledge, and advocate while demonstrating active listening and understanding while shaping perceptions and emotions of all parties” to recruiting?

79T Tune-Up  

NGPAM 601-1

August

As a best business practice, you should contact 25 percent of your senior contacts, 30 percent of your HS graduates and 14 percent of your junior contacts by 31 August. The objective of these contacts is to obtain appointments.  Determine and finalize all SASVAB scheduling in all assigned schools. Assist school officials in making arrangements for scheduling the ASVAB Interpretations following the release of scores. Contact the student government and set up a meeting to discuss what the ARNG and you can do to assist them in the upcoming school year (i.e. give speech/presentation, field trips, etc.). Contact the head football coach and volunteer to assist in leading calisthenics or calling cadence during team runs. Contact enlistees currently in HS and utilize them to the fullest extent. Ensure they understand the “Stripes for Buddies” program and energize them to solicit interest in the ARNG.  Remember that the school faculty is working and it is often hectic in preparation for classes to start. Always schedule an appointment prior to going to the HS to prevent a strained relationship with the faculty.

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

DISPLAYING CHARACTER

6-66. Leaders operate on instinct that has evolved from what they have seen. What leaders see others do sets the stage for what they may do. Modeling these attributes of character defines the leaders to the people with whom they interact. A leader of sound character will exhibit that character at all times.

 

6-67. Living by the Army Values and the Warrior Ethos best displays character and leading by example. It means putting the organization and subordinates above personal self-interest, career, and comfort. For the Army leader, it requires putting the lives of others above a personal desire for self-preservation.  Leading with Confidence in Adverse Conditions

6-68. A leader who projects confidence is an inspiration to followers. Subordinates will follow leaders who are comfortable with their own abilities and will question the leader who shows doubt.

6-69. Displaying confidence and composure when things are not going well can be a challenge for anyone, but is important for the leader to lead others through a grave situation. Confidence is a key component of leader presence. A leader who shows hesitation in the face of setbacks can trigger a chain reaction among others. A leader who is over-confident in difficult situ...

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.

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:

To be a professional presenter eye contact is very important.  The NG Pam 601-1 reminds us that we should have 100% eye contact during which parts of a presentation.

Every marketing conversation must have a call to action.  What are 3 transitional calls of action you can incorporate into your social media campaigns?

 

79T Tune-Up  

NGPAM 601-1

2-22. Presenting

You don’t have to be a professional presenter to deliver great presentations. If you’re familiar with the material and equipment and have rehearsed, you will do fine. Some people are naturally more comfortable speaking in front of others. With practice, everyone gets better. Here are some tips you can keep in mind both for effective delivery and for encouraging audience participation:

* Maintain control of the presentation at all times: Be sure to keep leaders “on track.” Conversations can veer off the topic sometimes. It is your job to keep the leaders focused on the task at hand, and keep them solution oriented.

* Know your audience: Know who you are addressing. It is important to make sure that any examples you choose to use are relevant to audience members. And, know the strengths and weaknesses of your audience; you will be able to gear presentations to help solve their problems.

* Use open body language: Keep your body open and natural (no “fig leaf,” crossed arms, or “parade rest” stances). Move around the presentation area naturally, rather than remaining glued to one spot or pacing back and forth. Note: Present standing up unless the situation or space constraints require sitting down.

* Dress Appropriately: Wear the appropriate uniform, or proper civilian attire, depending on your audience and locale. For example, you might wear your Class Bs if you are giving a LEAD presentation at a conference; BDUs will be fine if you’re at a unit for a drill weekend. Whatever you wear, be neat, clean, and professional.

* Build rapport: Get leaders involved in the presentation by asking questions and encouraging discussion. If they aren’t participating, you may need to call on an encouraging, confident-looking individual to get the ball rolling. By keeping your tone informal, your voice natural, and your body language friendly, you will do much to encourage participants to talk to you and share their experiences.

* Generating feedback and discussion. One of the best ways to help your audience remember and understand the presentations is to get them involved. Throughout the LEAD presentations, there are opportunities for questions, discussions, and exercises located in the presenter’s notes. But getting audience participants involved in the discussion, depending on the class atmosphere, isn’t always easy. Here are a few tips to get around the blank stares:

(1) Share a personal experience: Participants will feel like you’ve confided in them if you use your personal experiences to show how you’ve tackled tough situations.

(2) Answer your own questions: If you are met with blank stares when you ask a question, toss out a few possible answers to get the ball rolling. By providing a few examples, you will get people to think along a similar line and encourage participation.

(3) Build rapport: You may be able to pinpoint participants who look like they have questions on their minds, but given the class, atmosphere don’t say anything. Pull them into the discussion by asking them what they think and encourage participation.

Leadership Lesson ADRP 6-22

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:

We discussed 10 tips for public speaking from the NG Pam 601-1 – what is one tip that you need to work on to improve your public speaking?

In what way is Extending Influence Beyond Your Chain of Command an important competency for RRNCOs?

From Chapter 7 of Building A Storybrand, what are the two types of plans to consider when thinking about making a successful plan for your applicant?

79T Tune-Up  

NGPAM 601-1

2-22. Presenting

You don’t have to be a professional presenter to deliver great presentations. If you’re familiar with the material and equipment and have rehearsed, you will do fine. Some people are naturally more comfortable speaking in front of others. With practice, everyone gets better. Here are some tips you can keep in mind both for effective delivery and for encouraging audience participation:

* Be positive: Probably the most important thing you can do is be positive. Punch up the actions leaders can take, not things they can’t control, and don’t emphasize negative behaviors.

* Sound natural: Speak as if you’re talking to a friend, not a group of strangers. Lesson plans will help you to do this if they are written in an informal manner.

* Pace yourself: Be sure that you go through the presentation in a measured way, neither too fast nor too slow.  Practice to ensure that you have no awkward pauses, halts, or place findings. You’ll need to time yourself to ensure that you stay within the allotted time frame. Remember, when you’re nervous you have a tendency to speed up, so take your time.

* Use simple words: The presentation should purposely use simple, clear words and an informal tone, techniques that have proven effective for improving understanding, and opening doors of communication. Note: If you change an existing presentation to fit your style, take care not to use big words when simple ones will do. Keep it clear, simple, conversational.

* Use excellent eye contact: Rehearse the presentation enough so that when you get into the classroom, you can simply glance down at the presentation to remember key points, then look up at the audience, make strong eye contact, and speak. Include the whole room and use 100% eye contact during the introduction and conclusion when you need to establish and solidify rapport. Take great care not to stare at your slides, your binder, or at a place in the back of the room beyond your audience. While maintaining excellent eye contact, check for understanding. If you see that someone “isn’t getting it” back up and re-state an idea. Use the three second rule when establishing eye contact, three seconds looking at an individual and then shift your eye contact to another audience member

* Maintain control of the presentation at all times: Be sure to keep leaders “on track.” Conversations can veer off the topic sometimes. It is your job to keep the leaders focused on the task at hand, and keep them solution oriented.

* Know your audience: Know who you are addressing. It is important to make sure that any examples you choose to use are relevant to audience members. And, know the strengths and weaknesses of your audience; you will be able to gear presentations to help solve their problems.

* Use open body language: Keep your body open and natural (no “fig leaf,” crossed arms, or “parade rest” stances). Move around the presentation area naturally,

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

2-21. Ten Tips For Successful Public Speaking

Feeling some nervousness before giving a presentation is natural and healthy. It shows you care about doing well.  But, too much nervousness can be detrimental. Here’s how you can control your nervousness and make effective, memorable presentations:

* Know the room. Be familiar with the place in which you will speak. Arrive early and walk around the speaking area and practice using the microphone and any visual aids.

* Know the audience. Greet some of the audience as they arrive. It’s easier to speak to a group of friends than to a group of strangers.

* Know your material. If you’re not familiar with your material or are uncomfortable with it, your nervousness will increase. Practice your presentation and revise it if necessary.

* Relax. Ease tension by doing exercises.

* Visualize yourself giving your presentation. Imagine yourself speaking, your voice loud, clear, and assured.  When you visualize yourself as successful, you will be successful.

* Realize that people want you to succeed. Audiences want you to be interesting, stimulating, informative, and entertaining. They don’t want you to fail.

* Don’t apologize. If you mention your nervousness or apologize for any problems you think you have with your presentation, you may be calling the audience’s attention to something they had not noticed. Keep silent.

* Concentrate on the message – – not the medium. Focus your attention away from your own anxieties, and outwardly toward your message and your audience. Your nervousness will dissipate.

* Turn nervousness into positive energy. Harness your nervous energy and transform it into vitality and enthusiasm.

* Gain experience. Experience builds confidence, which is the key to effective speaking. Consider practicing in front of peers or friends and family. You might

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

6-53. While Army leaders traditionally exert influence within their unit and its established chain of command, multiskilled leaders must be capable of extending influence to others beyond the chain of command. Extending influence beyond the chain of command is the second leader competency. In today’s politically- and culturally-charged operational environments, even direct leaders may work closely with unified action partners, the media, local civilians, political leaders, police forces, and nongovernmental agencies. Extending influence requires special awareness about the differences in how influence works.

6-54. When extending influence beyond the traditional chain of command, leaders often have to influence without authority designated or implied by rank or position. Civilian and military leaders often find themselves in situations where they must build informal teams to accomplish...

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:  (NEW HIGH SCHOOL RECRUITING YEAR STARTS JULY 1ST; 30-DAY RULE; SFC HAMMOND FROM OHIO)

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.

SFC Eric Hammond Ohio:  [email protected]

 

HOW MANY PEOPLE DID YOU ASK TO JOIN THE NATIONAL GUARD LAST WEEK?

 

Check on Learning Questions from Last Week:

What are 2 tips you would recommend when making a PowerPoint presentation?  Did you check out the Canva website?

What is one effect of not cultivating a climate of trust with subordinates? With applicants?

What character are you in the Story Brand Story?  

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.

30 Day Rule:  https://trainingtuesdaypodcast.com/?s=30+day+rule Episode 55

Interview with SFC Eric Hammond Ohio:  [email protected].  Mission Maker and extreme family/life balancer.  

HOTLINE:  Leave voicemail to share ideas, celebrate success, solve a common problem, ask a question, correct an error  307-202-8031

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)

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:  Building a PowerPoint; Building Trust; Empathy and Authority as the Guide

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.

Introduce my assistant Cori Siggins!

 

MAJ JILL FINKIN, Mrs. Iowa America 2018

Attention everyone!! meet Mrs. Iowa America 2018 Iowa National Guard member MAJ Jill Finken.  She is strong and fearless, MAJ Finken is an attorney for the Iowa National Guard she works as the Brigade Judge Advocate with the 2nd Brigade 34th Infantry division stationed in Boone, IA. MAJ Finken said yesterday ” The boots that I’ll be putting on tomorrow are a stark contrast from the shoes I wore this weekend. I love being a woman who can play many different roles!” Pictured with Jill is her husband John who is also a member of the Iowa National Guard and is her biggest fan. Congratulations MAJ Jill Finken.

HOW MANY PEOPLE DID YOU ASK TO JOIN THE NATIONAL GUARD LAST WEEK?

Check on Learning Questions from Last Week:

Where do you find the checklist for presentation preparation?

From the ADRP 6-22, para 6-48 Trust enables ___________?

“Companies tend to sell solutions to _______ problems, but people buy solutions to _________ problems.”  page 62 Building a Story Brand

79T Tune-Up  

NGPAM 601-1

2-20. Tips For Building a Good Microsoft PowerPoint Presentation

When you build your presentation think about the following tips:

* Title each screen.

* Use larger fonts and perhaps different style/colors (not light) for titles.

* Don’t use too many colors/fonts.

* Stick to one font with different sizes and styles (Bold, Italics).

* All cards (Screens) must be simple, stand-alone.

* No more than six bullet points per slide (24 pitch for bullets).

* Use graphics symbols where possible to show ideas.

* Use pie charts for comparison of components.

* Use line charts to show trends.

* Use bar charts to do both.

* Order points by order of importance – most important first.

* For impact – combine sound, image, and motion (multi-media).

* Use lots of white space on the screen.

* Try it out before, e.g. Rehearse – is monitor or screen big enough?

* Add any missing information.

17 Alternatives to PowerPoint

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Top 10 Slide Tips

 

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

6-51. Leaders who coach, counsel, and mentor subordinates establish close relationships that foster trust.  These relationships built on trust enable leaders to empower subordinates, encourage initiative, reinforce accountability,