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Pay Attention to Your People to Pump Up Morale
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Navy Counselor 1 & C (Recruiter) - Military manual for recruiting
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Identify the Underlying Causes of the Problem
Figure 1-2.–Feedback completes the communication cycle. cycle and minimize the interceptors’ interference, you must complete the communication cycle. Get feedback from your message receivers to make sure what they heard is what you meant to say. Figure 1-2 illustrates the  communication  cycle. Provide Opportunities for People to Ventilate Recruiting can be a frustrating business. Sometimes your folks will just need to blow off a little steam. Be a good listener. Show empathy but not sympathy. Create a Supportive Work Environment Try to shape behavior instead of constantly grading it. Be a coach to your recruiters instead of a judge or umpire. An example of this would be that instead of saying,  “Your  phone  power  is  dry  and  boring,”  you might say, “Try another phone call and this time smile. I’ll  bet  your  enthusiasm  will  get  that  appointment  you’re looking  for.”  Make  it  easy  for  your  recruiters  to  ask questions  without  feeling  incompetent.  A  supportive work environment is essential for keeping the lines of communication  open. Communicate Within the Chain of Command Whether you are the sender or receiver, be sure to use  the  proper  chain  of  command.  Be  supportive  of higher management levels. As part of the management team,  you  are  responsible  for  “selling”  changes  and policy   from   above.   Be  just  as  supportive  of  your recruiters and/or RINCs. You are also responsible for selling  them  to  those  above. INSTRUCTING Every  CRF  member  must  instruct,  both  informally through OJT and formally through required training. Keep up to date on all recruiting matters. Practice and refine  your  instructing  skills.  Chapter  2  gives  detailed direction   in   lesson   planning   and   delivery.   Use show-and-tell methods whenever possible. Not only is it a  more  effective  teaching  technique,  the  show-and-tell method will also increase the confidence and respect your subordinates have in your abilities. PROBLEM-SOLVING/ANALYTICAL  ABILITY As with any supervising job, your ability to analyze and  solve  problems  will  directly  correlate  to  your success. When you are faced with a problem, it is best to use a scientific approach. Collect Background Data Find out everything related to the problem that you can. Determine who, what, when, and where. Approach 1-9

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