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Navy Counselor 1 & C (Recruiter) - Military manual for recruiting
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Ingredients for a Successful Team
Motivating the Personnel at a New Zone or Station When you take over a new station or zone there is a  heightened  level  of  concern  and  anxiety.  Members  of the staff tend to put their best foot forward as they evaluate  you  and  your  methods.  Within  reasonable limits,  this  increased  concern  can  motivate  them  to better performance. So don’t restabilize too quickly. It’s not necessary to reassure them that you’re a good guy right off the bat. You have their attention — and that’s good.   As   one   NRD   CO   said,   “Don’t   smile   till Christmas.” Learn to Make People Want to Do Better Recognize individual wants and needs and show your  people  how  doing  better  is  a  real  benefit  to  them. Sound familiar? Motivation and sales are a lot alike. Encourage Risk Taking and Initiative Part of motivating your people is to encourage them to take initiatives even at the risk of failing. To set up a  conducive  environment,  you  must  be  tolerant  of mistakes and intolerant of inertia. The only wrong action is no action. Recruiting is not a cut-and-dried business. New ideas are crucial to keep us competitive in today’s markets. Different Motivational Tactics for Different People We need to be constantly aware of the differences between  people. You  should  change  or  modify motivational  techniques  for  different  personalities.  Not all your folks are going to respond to the same catalyst. KNOWING YOUR PEOPLE We  are  in  the  people  business.  You  blueprint prospects during the conversation step of the sale to determine how the Navy can help them. You also need to blueprint your recruiters to determine how you can best help them be successful. Now, we’re not advocating sending out questionnaires or filling in a prospect card. Just talk to your recruiters, ask questions, and most importantly,  listen. Strengths  and  Weaknesses You must know the strengths and weaknesses of your assigned recruiters. You will need this information when planning training and making task assignments. Recognize  your  recruiters’  strengths  as  assets  and  use them to help others. Most recruiters’ weaknesses can be overcome  by  training  and  motivation.  You  must acknowledge  some,  however,  as  limitations  that  are inevitable. Weigh these limitations when recommending assignments. Goals and Aspirations All  recruiting  supervisors  should  be  aware  of  their recruiters’ goals and aspirations. You cannot set goals for  them,  but  you  have  the  responsibility  to  encourage and educate them. You should know what goals they have set for themselves as far as awards, qualifications, billet assignments, and advancement. It is up to you to show  them  how  to  best  achieve  their  goals. Ideals  and  Convictions Knowing  your  people  includes  understanding  what is  important  to  them.  What  are  their  ideals?  What convictions do they have? This information is important if  you  are  to  afford  them  the  proper  respect  and consideration they are due. Open and sincere discussions with  your  people  with  some  keen  observations  will answer  these  questions. TEAM BUILDING We cannot overemphasize the need to build a team instead of just running a station or zone. The saying, “United we stand, divided we fall,” is a proven fact in recruiting. Results are always better when you have many  working  toward  a  common  goal  than  they  would be  if  everyone  is  working  independently.  In  recruiting, teamwork can make the job a lot more enjoyable as well as fruitful. To build a team, it’s useful to take a look at the normal stages of team growth. Stages of Team Growth Every group goes through the following stages as they  form  and  develop: l Forming. In this stage the group is checking out the situation, the leader, and each other. Everyone is getting  to  know  one  another.  Questions  abound.  Small groups within the whole group often form. Camaraderie begins. l Storming. Human nature dictates that we will see  how  far  we  can  go.  During  the  storming  stage, members  of  the  group  will  often  test  the  leader  to determine limits of accepted behavior. There may be 1-6

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