Topic 1: How to consolidate the morale of soldiers and strengthen the concept that "the left behind team is also a combat team". The sound of the lights out signal rang out, but the conference room of a left behind team in a certain brigade of the 74th Group Army was still brightly lit. Temporary party branch members and party members gathered together to discuss how to complete a competition task assigned by their superiors. Giving tasks is giving opportunities. Branch members lead everyone to work together and never become bystanders! ”In the face of individual voices of "heavy tasks and few key personnel", the temporary party branch secretary and deputy instructor Zhang of a certain camp have a clear attitude. Later, this temporarily formed team performed excellently among many participating units and won the first prize. Many officers and soldiers are not only proud, but also quite emotional: "It turns out that those of us who stayed behind can also achieve good results." This feeling was not present from the beginning. The troops had just transferred, and although the temporary party organization was established as required, Deputy Instructor Zhang quickly noticed some signs of "relaxation": some party members held a "temporary mentality" and felt that staying in the camp was "guarding the stall"; A small number of veterans who are about to reach the end of their service life think about "enduring" until they retire, and their enthusiasm for training is not high; A few 'injured patients' who couldn't go to the training ground felt' bored '... The strength in the camp was like an untightened rope, once loose and limp. Staying behind is not a 'rest', guarding the camp is also a battle! ”To condense the morale of soldiers into a "whole piece of steel", we must first make everyone recognize the "weight of staying behind". The temporary party branch conducts timely heart to heart talks: members of the leadership team talk to party members, while party members talk to their comrades around them, not empty reasoning, but only telling the truth - "You guard the ammunition depot, only then can the guns on the front line have confidence to ring" "The water and electricity supply in the camp area, only then can the front support not panic". After the conversation went through, many people blushed and said, "So my position is linked to the victories and defeats on the front line." Just talking is not enough, we need to make the "efforts seen". They conducted in-depth "mutual praise meetings" to enhance emotional identification among officers and soldiers through mutual learning and praise, and also to re recognize the value of left behind positions. Captain Xie took the initiative to repair the camping equipment, and the warehouse door never got stuck again. "" Xiao Wang painted a theme wall for the camp, making it look brand new. "At the" mutual praise meeting "of a certain left behind team, the officials and soldiers on stage talked about the people and things around them, and the people in the audience were deeply moved. When praised by his comrades, Xiao Zou, a left behind party member, said, "I used to think it was a regret not to go to the training ground, but now I understand that guarding this courtyard is also helping to win the war." The party organizations at all levels of the brigade took advantage of the situation and guided party members and ordinary officers and soldiers to set "small goals" for their left behind work: what they wanted to break through in training, how many books they needed to read in learning, what they could do for their comrades in daily life, and wrote the goals on notes and posted them on bulletin boards, becoming a visible "military order" for everyone. Nowadays, veterans bring new recruits to repair camping gear, and no one calls it "temporary"; The 'injured patient' took the initiative to help the kitchen team, and they all said it was' meaningful '; On the training ground, you chase after each other, and the study room is packed. A brigade leader in charge of left behind work said, "Left behind people cannot 'lose ground', they are guarding another battlefield. When officials and soldiers know that their steadfastness can provide support for everyone, their dedication is seen and their efforts have a response, this cohesion and combat effectiveness naturally become stronger - this is the best recognition for every defender." Topic 2: Solving the problem of personnel concentration extends the education and management tentacles to every corner. "Party members and cadres must remember their identity as Party members and strengthen their sense of Party spirit..." Recently, at the party education site of the brigade's field training site, the brigade party secretary gave lectures according to plan, and the backbone of Party members and cadres at various points in the left behind camp hundreds of kilometers away also participated in learning and discussion through video conferencing system. This is a vivid scene of the brigade's innovative organizational lifestyle in response to the actual movement and dispersion of troops. Personnel are dispersed, but organizational life cannot be left idle. The heavy workload requires tightening the organizational 'fence'. ”The temporary party secretary of the brigade told reporters. During the field training period, the left behind team is responsible for material supervision, construction supervision, and other support tasks, with multiple points, long lines, and wide coverage. Most of the party members are scattered in multiple locations. How to ensure that the party organization's living system does not fall through, the education and management of party members continue to advance, and the role of frontline combat fortresses does not weaken is a practical issue. System is the root, implementation is essential, and the key lies in flexible innovation. ”The party committee of the brigade deeply understands that to solve the "difficulty of concentration", it is necessary to not only adhere to the bottom line of the system, but also innovate methods according to local conditions. On the one hand, they establish strong temporary party organizations, scientifically form temporary party branches based on task requirements and location distribution, clarify division of responsibilities, standardize system operation, and provide strong organizational support for each dispersed location; On the one hand, innovative activity models are adopted to address the heavy tasks and scattered personnel of left behind teams, adopting a complementary model of "online+offline" and a combination of "small block concentration+individual tutoring". Large class education and important meetings that require the participation of all members are encouraged to use remote video conferencing systems. Party branches or groups are encouraged to conduct "micro party classes" and "micro evaluations" during "three to five minutes" before and after meals, training breaks, etc., to integrate party member education into daily life. In a barracks renovation project at a certain location, Sergeant Wang Wulin and several soldiers were unable to return to the camp during the day to participate in organizational activities due to their permanent presence on the construction site. The temporary party committee, based on the principle of "nearby affiliation and management support", incorporated them into the temporary party organization of the neighboring left behind teams. The leader of the party group took the initiative to have heart to heart talks with them during construction breaks and delays, conveying the spirit of superiors and making party members truly feel that "the organization is by their side". Wherever party members are, organizational life extends. ”A brigade leader responsible for left behind work introduced that after the troops were mobilized, they selected outstanding party members to serve as temporary party branch members, clarifying that the temporary party branch should not only manage ideology and learning, but also dynamically grasp the performance of party members in their duties, regularly feedback their achievements and make suggestions to the original unit. This measure allows the efforts of the rear officers and soldiers to be seen and recognized. Fan Xiong, the leader of the cooking team in the left behind squad, was once worried that it would be difficult to stand out. When he learned that he had been rated "good" in the second quarter "double competition" evaluation, his enthusiasm became even stronger: "My hard work and organization are all in sight, and my work is even more energetic!" The organizational tentacles extended, consolidating the morale of the fortress. Recently, the temporary party branch of a certain battalion's left behind squad held a situation analysis meeting after meals, focusing on the ideological development of officers and soldiers, training and duty, emergency response, and other topics. Party members actively provided suggestions. After the meeting, branch members immediately went deep into each task site to organize party group meetings and promote the implementation of work. The frontline combat fortress of the branch has significantly enhanced its role, providing a strong organizational guarantee for the completion of various tasks. Topic 3: Solve the dynamic management problem, compact the responsibility chain, and set up rules and regulations "strong organizational function, standardized system implementation, prominent party members taking the lead, and remarkable management results..." Not long ago, at the summary and commendation meeting of the brigade's field training, the unit of the temporary party branch secretary of a left behind unit, Vice battalion chief Feng, was rated as "exemplary organization of left behind work". Taking over the banner, he deeply felt: "This honor is the best witness for us to strengthen the responsibility chain and improve management efficiency in response to the scattered characteristics of the left behind team." "The left behind work may seem simple, but in reality, there are many clues, and even a slight relaxation may lead to mistakes. ”Vice Captain Feng admitted that the left behind officers and soldiers come from different companies and are not familiar with each other. In addition, the heavy and diverse tasks bring many challenges to safety management, training and duty, and logistical support. At the beginning of the establishment of the temporary party branch, members of the branch conducted in-depth discussions on "how to build a strong fortress" and "how to consolidate responsibilities", and ultimately reached a consensus: it is necessary to transform organizational advantages into management efficiency, so that the work of left behind personnel can move from "disorderly and scattered" to "strict and meticulous". Although the temporary party branch is' temporary ', its role cannot be' temporary '. ”The brigade takes institutional construction as the starting point and establishes institutional rules for left behind management - a list of responsibilities. Based on the relevant plans formulated by the authorities and combined with the actual situation of the team, they refined the work of ideological guidance, safety control, emergency preparedness, etc. into a specific responsibility list, clarified job responsibilities, standardized work processes, and achieved "task to job, responsibility to person". Responsibility for ledger supervision. Establish a work progress ledger, track the progress of various tasks in real time, complete each task one by one, and ensure that there is someone to catch, manage, and respond to each link. Closed loop feedback. At a special organizational life meeting, the officers and soldiers pointed out the problems of non-standard training processes and untimely data archiving. The branch immediately formulated rectification measures item by item, clarified responsible persons and time limits, and focused on turning the "problem list" into a "effectiveness list". Party members taking the lead in charging forward is the key to strengthening management effectiveness. The party organizations at all levels of the brigade encourage and guide party members to implement the principle of "watching me, following me" into specific actions: counting materials on hot days, and party members taking the initiative to carry the heaviest boxes; During the maintenance of the sewage pipeline in the family area, Party members and key members jumped into the muddy sewage first; On duty during holidays and festivals, party members and cadres actively stand guard for soldiers... These visible vanguard actions have set an example for officers and soldiers to learn from and set a benchmark for their actions, creating a strong atmosphere of "party members taking the lead and everyone following suit". We should not only demarcate the responsibility field, but also guard the responsibility area. Recently, in response to several risk points discovered in the camp, they have improved multiple emergency response plans, clarified the role positioning of party members and key personnel in the plans, and insisted on organizing 1-2 full dress drills for all staff every week to simulate various unexpected situations and conduct targeted training to hone emergency response capabilities. During a fire drill, emergency team officers and soldiers quickly responded from their lunch break. The temporary deputy secretary of the party branch and deputy commander of a certain company, Chen, calmly commanded and led everyone to effectively handle the situation, quickly resolving the danger. Twist into a 'string' to form a 'chess game'. Nowadays, the left behind squad of the brigade has achieved "scattered but orderly, urgent but not chaotic" by consolidating the responsibility chain: the relationship between officers and soldiers is more harmonious, the atmosphere of the squad is more harmonious, and the enthusiasm for training and preparing for war continues to rise. The temporary party branch has truly become the backbone that unites the hearts of the soldiers and overcomes difficulties. A key left behind party member expressed that as long as responsibilities are assigned to each position and party members lead by example, even temporary positions can create extraordinary performance. (New Society)