My child has already started kindergarten and has not been to the army yet. I really hope that the brigade can organize a family visit to the military camp, so that they can reunite and gain a sense of honor. "Recently, Mo Jiawei, a second level sergeant from a certain brigade of the Guangzhou branch of the Guangdong Armed Police Force, talked about his family's expectations in a letter to the brigade leaders. Mo Jiawei's letter made Instructor Liang of the brigade ponder deeply: the policy and regulations of the higher authorities regarding the family members of officers and soldiers coming to the brigade have already been implemented, but the actual number of family members coming to the brigade is not many. Who doesn't hope for family reunion? There must be unspoken concerns among the officers and soldiers behind this. With questions in mind, Instructor Liang walked into the squad and found the answer through communication with the officers and soldiers. Although there are policy supports for the families of officers and soldiers to come to the squad, and the unit encourages them to reunite with the unit, many officers and soldiers still have many concerns in the specific implementation process. On the one hand, the number of temporary housing units for the families of the squad is limited, and they are often left for emergency use due to temporary tasks. Officers and soldiers are worried that the families coming to the squad will cause trouble for the unit; On the other hand, during the period when family members come to the team, it is inevitable for individuals to distract their work energy, fearing that it will be difficult to balance work and family, which will affect their work. Holding this letter full of expectations, Instructor Liang realized that this was not only the military family's longing for the military camp, but also an opportunity to demonstrate the quality and efficiency of serving officers and soldiers. Service officers and soldiers cannot wait and rely on others. Only by taking the initiative can we get through the 'last mile'! ”After discussing with other leaders of the brigade, Instructor Liang immediately listed the matter of "family members entering the military camp" as a breakthrough point for doing practical things for the grassroots - first tidy up the "home" and then invite the family members in. The preparatory work for the renovation of temporary housing for family members, extensive publicity and mobilization, design of parent-child activities, arrangement of cultural and artistic programs, and drafting of family invitation letters is being carried out intensively. The visible changes from hardware upgrades to process optimization have transformed the promise of "family members entering the military camp" from a promise to a practical action. On the day of the event, looking at the brilliant smiles of the officers and soldiers and their families, Captain Yin of the brigade sighed and said, "The small wishes of the officers and soldiers expose our negligence in our work. If we cannot protect the rights and interests of soldiers and their families, our ideological and political work will be difficult to enter the hearts of the officers and soldiers." This event was like a stone thrown into a calm lake, allowing the officers and soldiers to truly feel the changes brought about by "a letter" and inspiring everyone's strong desire to express their demands. In just half a month, more than 40 letters were sent to the "brigade mailbox", each carrying the thoughts and expectations of officers and soldiers on the construction of the army. To ensure that every expectation of the officers and soldiers is answered. ”Watching the enthusiasm of the officers and soldiers soaring, the party committee of the brigade made it clear: distinguish the nature of the demands, coordinate the resources of the forces, and cancel each item's account. In response to hardware construction issues, Captain Yin led the establishment of a barracks facility maintenance team to concentrate efforts on solving problems such as "aging shower facilities" and "hidden safety hazards in wiring". At the same time, he coordinated with local enterprises to install express lockers near the barracks to provide convenience for officers and soldiers to access express delivery. For the issue of management methods, the brigade held a team affairs meeting to conduct a special study, implemented a task compensatory leave mechanism, refined measures for mobile phone management, detailed rules for official vehicles, flexible outbound grouping, and other measures to meet the reasonable demands of officers and soldiers in accordance with the law and regulations. From responding well to every letter to resolving every issue, what has changed is the environment and management efficiency of the camp, while what remains unchanged is the concept of the brigade party committee of "putting soldiers first and grassroots first". The hearts of officers and soldiers are united in being "responded to" and "seen", and this two-way trust gathers internal cohesion and centripetal force, becoming the "heartwarming code" for enhancing combat effectiveness. Suggestions and Suggestions for the Voice of War - Letters are vivid footnotes of the sense of ownership among officers and soldiers. With the increasing number of letters received in the "brigade mailbox", Instructor Liang keenly noticed the changes in the letters. The initial letters mainly focused on the protection of the rights and interests of officers and soldiers, but now, the content of officers and soldiers' letters is more focused on filling in training gaps and optimizing training methods. Some officers and soldiers did not perform well in horizontal bar training, and it is recommended to improve their performance through pairing and mentoring. Some professional courses lack training conditions, and it is suggested to plan the venue according to local conditions. Some training equipment is aging, and it is hoped to be supplemented and replaced. These suggestions have been put on the table, and the brigade leaders will promptly rectify them based on feedback from officers and soldiers. Captain Liu Fan, who was once a "seed player" in the martial arts competition, volunteered to shoulder the responsibility of selecting top players and coordinating small competitions; Fitness expert and deputy squad leader Lin Liangying actively suggested to the squadron that "scientific training should respect the law of muscle regeneration and grasp the cycle", and adjust and optimize the training methods for new recruits; Ordnance officer Su Laicong proposed using training performance curve charts to assist in adjusting plans and implementing targeted reinforcement training; Director Meng Mingji innovatively proposed a scientific recipe for high-intensity physical training, which enhances training efficiency from the perspective of logistics support... When the suggestions are transformed into practical actions on the training ground, the officers and soldiers achieve a transformation from "I want to train" to "I want to train" and "I know how to train". At a military sports meeting organized by the team, the team won the team championship with a clear advantage over various athletes. The officers and soldiers returned with honors, and cheers echoed throughout the camp. This joy is not only the reward of sweat, but also the fruit of the "brigade mailbox". Not long after, in the "New Outline Coach Training Competition" of the team, 7 members of the team ranked among the top 15 and were commended, once again confirming the effectiveness of integrating intelligence and training. Just as the officers and soldiers were immersed in the joy of frequent good news, a letter of "pouring cold water" caught the attention of the brigade party committee - "The brigade's training results rely more on the training elites to 'support the scene', but the overall results are not ideal, and the phenomenon of biased training and missed training still exists." The piercing words were like a warning bell. The brigade worked overnight to sort out the training work. At the special military training situation analysis meeting, everyone discussed and reached a consensus: "The training orientation must shift from 'specialized and strong' to 'comprehensive and refined'. We must not only face the achievements, but also make up for the shortcomings to ensure that all personnel can withstand practical testing." Subsequently, the brigade collected the key and difficult course requirements of each squadron, integrated excellent coach resources and training support facilities, implemented intensive group training and pass the assessment system, and ensured that every officer and soldier did not fall behind. After a period of time, all six training courses in each squadron that had previously hovered around the passing line were upgraded to a good level. Captain Liang Changxin led the officers and soldiers to independently produce simulation training equipment, which was promoted and used after being displayed on the "Military Activity Day" of the detachment, effectively improving the level of some professional training. From responding to a feudal letter to filling in training gaps one by one, what has changed is the focus on solving problems, while what remains unchanged is the work attitude of "asking for advice from the soldiers and moving towards war". When the voices of officers and soldiers are respected and the wisdom of training is stimulated, personal growth and the construction of the combat effectiveness of the troops form a resonance on the same frequency. Letter after letter is a vivid footnote to the sense of ownership of officers and soldiers, and also a powerful witness to the determination and unity of soldiers to fight and win on the road to a strong army. Outline a new picture of grassroots construction - the expectations in the letter are transformed into tangible construction results. A letter carries the voice of the people and connects the upper and lower levels; The implementation measures respond to expectations and activate momentum. When the focus of each letter extends from the training ground to all aspects of unit construction, the expectations and suggestions of officers and soldiers are outlining a new picture of grassroots construction in the brigade - these letters become a new starting point for consensus building and promoting high-quality development of the unit. I hope the brigade will increase its guidance and assistance in construction, leading the officers and soldiers of the squadron to strive for excellence! ”Opening the letters from officers and soldiers, many of them offer suggestions and advice for the development of their units based on their professional expertise. They not only have a sense of belonging to the team as their home, but also have a spark of wisdom for common development. Letters are not only a barometer of soldiers' morale, but also a compass for their work. The classroom transformation of ideological and political education began with a straightforward and confusing letter: "The 'shared classes' promoted by the headquarters are very good, but what if we don't find stories and can't tell them well?" Zhang Xuelin, an excellent political instructor of the headquarters, hit the nail on the head: "Officers and soldiers are practitioners of combat effectiveness construction, and we never lack stories of strong armies around us. What we lack is the sensitivity to discover stories and the depth to interpret stories." "The more heartfelt the stories are, the more profound the truth becomes. Using storytelling to explain big truths in a simple and profound way, making education both 'meaningful' and 'meaningful', and more likely to resonate with the thoughts of officers and soldiers. ”The party committee of the brigade has implemented precise measures to strike a "combination punch": the brigade cadres and excellent political instructors have pushed doors to listen to lectures and taught, and have thoroughly explained methods such as "digging materials from training logs"; At the monthly "Three Meetings and One Good" ability training class, theoretical backbones provide targeted coaching around real cases; The quarterly "Spark" preaching team will be deployed to the squad, using "role models and events around us" to make theoretical preaching full of military flavor, achieving the effect of touching the soul and arousing resonance. From 'afraid to step on stage' to 'daring to speak up', the squad leader Wang Shuai, who won an award in the political instructor training competition of the detachment, said: 'The perseverance in ordinary positions is the most touching teaching material, and it is the stories of comrades in arms that give me the courage to step on stage.' The delicious food in the kitchen is linked to the happiness of the officers and soldiers. When the wish to taste the taste of comrades' hometown after eating the same pot of food for a long time appeared in the letter, the "Taste Seeking Camp" activity of the brigade emerged. The brigade organizes a centralized evaluation of innovative dishes recommended by each squadron every month, promotes high-quality dishes throughout the brigade, and the winners are commended and announced. Meng Mingji said with emotion: "This is not cooking, but turning the homesickness in the letter into a reunion on the tip of the tongue!" From "advice on paper" to "immediate results", the expectations in the letter are being transformed into real construction achievements: in the past two years, four squadrons were awarded "four iron" exemplary organization, and more than 30 collectives and individuals were awarded meritorious deeds. (New Society)