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.