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...

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:  PRESENTATIONS

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?

Thank you for the reviews on Training Tuesday Podcast Page

SGT Flores – Nevada

CRAFT DEVELOPMENT

SECRETS OF QUESTION BASED SELLING by TOM FREESE

Make sure you have listened to my interview with Tom Freese, Episode 126.

Chapter 15 Building Value in the QBS Presentation

Phase 1 – generate interest

Phase 2 – educate prospects on the value

3 Strategic Objectives:

Communicate enough value in our solutions to justify a favorable decision

Increase the prospect’s sense of urgency

Identify potential champions of your cause

 

How to Buy:  establishing decision criteria – coaching them on what to look for

How to Sell:  how to promote to others

How It Works:  educate on features and benefits

Secret #138 The value you build in the sales presentation is what ultimately justifies a favorable decision.

Secret #139 When selling to individuals the presentation phase tends to be less formal

Salespeople start with zero credibility

 

“Salespeople are perceived as valueless until proven otherwise.”  Pg 265

 

Preparation – reconnaissance mode

Often assume that because they have the opportunity to do a presentation or pitch that they should jump right into an explanation of their product features and benefits.

 

Conversational Layering

* Curiosity

* Credibility

* Needs Development

* Present Solution

* Commitment

 

“You haven’t yet piqued their interest, you have near-zero credibility, and you inherit all the negative baggage from other salespeople who have preceded you.”  pg 267

 

Breaking the Ice

Introduce the Presenter and the Audience

Have champion introduce you

Have them introduce audience – start introductions

Deliver an Interactive Opener

Thank audience

Introduce myself again

Set a more personal tone for the meeting

Herd Theory – leverage momentum

“What Would You Like Me to Accomplish”

“What would you like me to accomplish today?”

Managing Audience Expectations

Happiness is the difference between expectations and reality

“Would that make sense to the group?”

“Would you rather have a canned presentation or  would it make more sense to focus on your specific issues?”

 

Use Diagnostic Questions to Establish Credibility

Unfortunately, too many presenters try to “claim” their own credibility by telling audience about their company or product.

Secret #145 The greater your credibility, the more value prospects will attach to the information, ideas, and solutions you present.

Without Needs…There Are No Solutions

Don’t Tell Audiences Their Issues –

Secret #148 “Telling prospects why an issue is important often causes them to mismatch, and tell you why it’s not.

 

Ask and ye Shall Receive

Training Tuesday Podcast is a subscription based, weekly audio training, produced to promote professionalism withing the 79T RRNCO career field.

An individual subscription is $8 a month.

An annual state subscription if $2000.

These subscriptions allow you or your entire state's RRB access to all archived podcasts....over 70 hours of training.

Click the SUBSCRIBE tab above.

 

 

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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?

 

Thank you for the reviews on Training Tuesday Podcast Page

SGT Golay IAARNG  /  SGT Brooks IAARNG

CRAFT DEVELOPMENT

SECRETS OF QUESTION BASED SELLING by TOM FREESE

Make sure you have listened to my interview with Tom Freese, Episode 126.

Chapter 14 Re-Engineering the Elevator Pitch

Most sales discussion take on a SAP format

There is profit in the PAS format.

* Problem

* Alternatives

* Solution

 

Problem == Implications

EDUCATION:

Will you be attending where you want to attend rather than where you can afford to attend?

How important is it to attend school with peers?

How much easier would keeping your grades up if you don’t need and extra job – stay focussed?

One of the college killers is developing bad habits.  Would it be helpful to have a support group helping you so you don’t fall into bad habits?

Most college students graduate in dept.  To what extent would keeping the average loan payment of over $500 a month be helpful to you getting your life started?

Lots of college graduates have strong resumes when they start looking for jobs.  How do you think being able to put military service on your resume would impact your job chances?

Alternatives:  don’t hesitate to bring up and discuss alternative ways to deal with the problems you have discussed.  

Proactively raising potential alternatives in order to position them away as not the most effective.

Secret # 136  Your value propositions gets stronger if you can successfully position away other alternatives as not the bes solution.  

“There are several ways of ….

This is not bad mouthing the competition….it is “subtly poisoning”.

What are alternatives:

Delay of decision

Life just becomes more complex

Stack instead of combine

The benefit is in being an “and” not “or”.

Make a fatal or limiting decision.

Once a final decision is made – it can be fatal to all other options.

Wait until you need the resource

Come in when they need extra money, insurance or job training but the need is critical.

Academy:  

79T Tune-Up  

NGPAM 601-1

2-9. Work Plans

The long term, mid-term, and short term work plans are the sum of the several elements of the recruiting and retention program. Using the established objectives, the area analysis on the Strength Maintenance Area Information Model and the goals established from the ARNG school programs in Chapter 6, etc., the RRNCO establishes the long and mid-term work plans and enters them on the Recruiter Work Station (RWS), Microsoft Outlook calendar program. The short-term plans include the tasks that will ensure success. The issue of an ARNG planning guide or any other commercially available planning guide is required for adequate time management

Planning.

2-10. Long-Term Plans (Yearly)

Each RRNCO will develop an annual work plan that lists the major goals in functional terms. See example of calendar at Appendix B.

2-11. Mid-Term Plans (Monthly-Quarterly)

The next step is to develop a monthly-quarterly (3 months) plan. Using three of the monthly calendars from your planning guide list the major activities for each month. From this point on, there are two important points to remember:

* Start at the end of each month, review your projected and completed activities and then post the next 3 months.

* Whenever a task changes, a new task is planned,

Training Tuesday Podcast is a subscription based, weekly audio training, produced to promote professionalism withing the 79T RRNCO career field.

An individual subscription is $8 a month.

An annual state subscription if $2000.

These subscriptions allow you or your entire state's RRB access to all archived podcasts....over 70 hours of training.

Click the SUBSCRIBE tab above.

 

 

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.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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

79T Tune-Up  

NGPAM 601-1 APPENDIX F

April

As a best business practice, you should contact 100 percent of your senior enrollment and 100 percent of your ASVAB qualified seniors by 30 April. Continue contacts and follow up with juniors. Continue involvement with the chamber of commerce. Arrange now for next school year’s ASVAB testing dates with the school administrator.  Track and field meets begin. Offer to be a timekeeper or a coach’s assistant. Baseball season starts. Offer assistance to the coach. Make an appointment with the senior guidance counselor to discuss the monetary value of ARNG benefits obtained by each enlisted senior from that school. Request permission to present a scholarship certificate at the Senior Scholarship Awards Assembly and/or Graduation. Have the marketing NCO prepare scholarship certificates for every senior you have enlisted to be presented at the appropriate ceremony in May.

Section II

Time Management

2-7. Recruiting Objectives

Based on force structure levels authorized by NGB, each State determines the numerical and quality objectives required of each RRNCO and/or area of operations. Objectives are mission assignments and those assignments are used to judge achievement. They are usually stated in terms of certain numbers of enlistments within stated categories (NPS vs. PS, HSDG, HSJRs, Test Score Categories I through III-B, etc.), or in varying points credited for each individual enlisted. Assignment of objectives and tracking of achievements is kept by each State’s RRC on a production data sheet.

2-8. Goals

Recruiting goals express the RRNCO’s plans for achieving both the State assigned objectives and the self-generated levels of performance the RRNCO impose upon himself/herself. These are expressed as long-term (yearly), midterm (monthly-quarterly), and short-term (daily-weekly) goals. These goals are then used as the basis for the RRNCO’s work plan.

Time Management Matrix

4 Quadrants

Urgent – Not Urgent

Important – Not Important

Time Management Matrix Video

TimeManagementGrid

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)

Training Tuesday Podcast is a subscription based, weekly audio training, produced to promote professionalism withing the 79T RRNCO career field.

An individual subscription is $8 a month.

An annual state subscription if $2000.

These subscriptions allow you or your entire state's RRB access to all archived podcasts....over 70 hours of training.

Click the SUBSCRIBE tab above.

 

 

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,

Training Tuesday Podcast is a subscription based, weekly audio training, produced to promote professionalism withing the 79T RRNCO career field.

An individual subscription is $8 a month.

An annual state subscription if $2000.

These subscriptions allow you or your entire state's RRB access to all archived podcasts....over 70 hours of training.

Click the SUBSCRIBE tab above.