In late autumn, the cold wind howled at a training ground on a certain plateau, and a practical training of a certain army brigade kicked off the battle. At the field sand table of a certain battalion, the deputy battalion commander is leading a reconnaissance team to study the route of travel; On the tactical training ground, several company commanders and deputy company commanders sat together and engaged in intense discussions on a new tactic; In the makeshift cabin, the deputy instructor sits on the command seat and becomes a crucial link in the political work chain during wartime. According to convention, deputy commanders are generally responsible for logistical support during training activities. Why is the situation different this time? "There is no supporting role in the battlefield, and the deputy commander is also a commander. There should be no deviation from the core ability of commanding and fighting. ”The battalion commander recalled a past event - during that exercise, faced with the special situation of "the main officer being killed and replaced by a deputy commander", some deputy commanders rushed into battle and were somewhat flustered in dealing with complex battlefield situations. The emergency response capability of battlefield commanders can determine the outcome of a battle. A special event exposed many shortcomings. In subsequent research, the brigade found that some battalion units had a situation where two main officers divided important work and left scattered "miscellaneous tasks" to deputy officers. In the rapidly changing and complex battlefield environment, once two main positions are vacant, does the deputy commander have the ability to withstand them? This probably requires a question mark. How to cultivate and improve the abilities and qualities of grassroots deputy commanders? This incident sparked reflection among the leaders of the brigade, and a research activity was immediately launched at the grassroots level. During the survey, some deputy cadres expressed their feelings: they are usually in charge of logistics work, doing trivial tasks such as leading vehicles and checking internal affairs, and rarely have the opportunity to directly command the troops; Some expressed their desire to improve their abilities through training... After some discussion, the party committee of the brigade reached a consensus: while focusing on key officials, targeted measures should be taken to enhance the command level of grassroots deputy commanders and fill the gaps in their abilities. Soon after, a newly revised draft of the ability enhancement training plan was issued to grassroots battalions for comments, which systematically planned how to cultivate the ability of grassroots deputy commanders to prepare for war and emergency response. Going to the neighboring troops for cross command, the deputy commander became the recommended candidate. In the early morning, he put the sorted theoretical research manuscript into the file box, and Vice Battalion Commander Wang lightly rubbed his temple a few times. In addition to being responsible for the daily management of the battalion headquarters, he also shoulders an important task - leading and optimizing the tactical and tactical plans of the battalion. Although it's tiring, it's fulfilling and gives a sense of accomplishment. ”Vice Captain Wang sighed while recalling something. That time, the camp participated in land air confrontation training for the first time, but unexpectedly fell into a "passive" situation from the beginning - in the first round of confrontation, the opponent concealed the truth and pretended to deceive the officers and soldiers into taking action. Just as the officers and soldiers were pleasantly surprised by the "all hit" record, multiple batches of "enemy" information suddenly appeared on the radar display. Due to delayed transfer, the battalion was judged by the guidance and investigation team as "completely annihilated". At the review meeting, the investigation team revealed the truth. Originally, the "enemy" aircraft initially displayed on the radar was intentionally carried out by the opponent. After understanding the position of our formation, we used various terrain cover to carry out ultra-low altitude penetration. Faced with such a cunning 'enemy', Vice Captain Wang and his comrades regretfully lost. Walking off the training ground, Deputy Battalion Commander Wang was deeply impressed: "Our swordsmanship is still the same, but the swordsmanship of the 'enemy' is constantly changing, and the results are obvious." In order to adapt to the changes on the battlefield, the Party Committee of the brigade decided after research to select a group of highly qualified commanders from grassroots battalions to cross serve in neighboring units, achieving a "shift and upgrade" of air defense combat thinking. When determining the candidates, the organization encountered some difficulties: the battalion commander, as the "backbone" of the unit, lacked the ability to divide himself into different roles; The training level of the backbone team in the class arrangement varies greatly, and the effectiveness of proxy work is difficult to guarantee. Combined with the ability enhancement training plan, deputy commanders have become recommended candidates: firstly, they often accompany the main officer and have a better understanding of the actual situation of unit training and preparation for war; Secondly, in order to be competent in the position of a high-ranking official, one must develop strong skills to win the future battlefield. When he first arrived at a certain land aviation brigade, Vice Captain Wang had a complicated mood. Although he had learned about armed helicopters in college in the past, it was still just "talk on paper". Now that he sees the real guy, he feels a sense of crisis, and "mastering the opponent's tactics and moves as soon as possible" has become the common aspiration of him and his comrades. Vice Captain Wang and his comrades began to eagerly learn new knowledge. During the day, they shuttle back and forth among aircraft without training tasks, recording functional parameters, and whenever they have the opportunity, they pull pilots to use simulation systems to "compete and learn". In the evening, they systematically studied the combat theory of the Army Aviation Corps. In order to gain experience in multiple combat positions, Vice Captain Wang and his team also actively applied for "follow-up training" in positions such as tower command, flight support, and ground handling. According to the training schedule, they also participated in the entire flight training as carriers. For the first time looking at the ground from the height of a tree, Vice Captain Wang felt a sense of excitement in the face of a new challenge: "Only by breaking free from fixed thinking patterns can we enhance our global awareness and win the battlefield advantage." After returning from duty, Vice Captain Wang and his comrades summarized multiple tactics and tactics for air defense units, which were applied to practical training. At the same time, a blue army detachment led by a deputy commander of the battalion began to be active on the front line of training. A statistics from the brigade's office shows that since last year, more than half of the deputy cadres on the list of cross acting personnel have been appointed, and the positions of acting personnel have also extended to infantry, artillery, armored units and other coordinated combat units. Like the 'catfish effect', grassroots deputy commanders who return from cross generational roles have updated their combat concepts, become more flexible in their tactics, and force their main officers to upgrade their abilities, resulting in a stronger awareness of leading troops in battle. ”The leader of the brigade said. Taking advantage of various opportunities, grassroots deputy commanders were arranged to undergo on-the-job training. After two years, Deputy Company Commander Shen of a certain company once again served as the head of the "left behind company". Looking at the political instructor sign posted on the door frame, his eyes were filled with determination: "This time, we must put on a show." Two years ago, Deputy Company Commander Shen was unable to be included in the field training list due to injury, and he was assigned to stay in the camp - the field training task is heavy, and the company will arrange for the wounded, sick, and soon to be retired officers and soldiers to be responsible for staying behind. For the convenience of management, after the departure of the large troops, the left behind officers and soldiers of each company were concentrated in the same barracks, giving rise to the concept of "left behind companies". Shortly afterwards, Deputy Company Commander Shen received a phone call from the battalion commander informing him that the "left behind company" commander had been urgently transferred to carry out tasks, and the authorities decided to appoint him to replace the company commander and be responsible for the relevant work of the "left behind company". Considering the simplicity of the task for the 'Left behind Company' and the opportunity to experience the position of the main officer in advance, Deputy Company Commander Shen gladly accepted the task. After experiencing it for a few days, Deputy Commander Shen felt a sense of retreat in his heart. In terms of profession, the left behind officers and soldiers come from various companies, including infantry, artillery, engineering, and communication, and even developing training plans can be daunting. The wounded, sick, and soon to be discharged veterans have a high level of ideological activity, and it is also difficult to manage them. During the stay at home period, a soldier was criticized for violating management regulations, and Deputy Company Commander Shen assumed joint and several management responsibility as the company commander. After this incident, Deputy Commander Shen felt depressed and fearful of everything he did. Many deputy commanders at the grassroots level have also avoided serving as temporary training leaders due to concerns about similar situations. The ability enhancement training plan issued by the brigade has made new plans for this: taking advantage of opportunities such as staying behind and training, arranging for grassroots deputy commanders to undergo on-the-job training, and cultivating their leadership and management abilities. In order to improve the enthusiasm of grassroots deputy commanders for "on-the-job training", the brigade will include their performance and achievements during temporary work in the cadre evaluation as the basis for commendation and reward. In addition, they established a communication and coordination mechanism, arranged for grassroots deputy commanders who underwent on-the-job training to form "pairs" with main officials with strong management abilities, and helped improve their abilities and qualities. Breaking through the ideological 'obstruction', Deputy Commander Shen immediately applied to serve as this year's' left behind chief '. Before taking office, Deputy Company Commander Shen's "support pair" - a certain company's Lieutenant Commander Ai earnestly told him, "The essence of management work lies in people, and only with emotions and hearts can officers and soldiers be twisted into a rope." Lieutenant Commander Ai's encouragement doubled Shen's confidence. He learned from his tenure two years ago and explored the "optimal solution" for the management of "left behind companies" in response to the contradiction of different numbers of left behind personnel and "fewer people, more work, and fewer people": refining daily work arrangements and task division according to the daily living system; Break the restrictions of the original unit, reorganize the squad, and select soldiers with strong sense of responsibility as the backbone. While strictly implementing daily management and improving work style, Deputy Company Commander Shen has also made new considerations for organizing training - using a specialized training room to organize simulated training for left behind officers and soldiers, and designating professional leaders to ensure that professional training is not idle. The performance of the 'Left behind Company' quickly spread to the field training ground, and the brigade leaders praised Deputy Company Commander Shen at the handover meeting. Upon hearing this, Captain Ai called specifically to congratulate and encourage him to continue working hard. Deputy Commander Shen told reporters that he has registered to participate in the next batch of cross disciplinary appointments and hopes to broaden his horizons by learning about different fields, and become an independent grassroots official as soon as possible. The ability training is connected to the future battlefield, and the transformation of results is handed over to practical testing. Not long ago, the brigade issued a notice on the training of superior organizational combat training methods. Vice platoon leader Zhang from a certain battalion and company enthusiastically applied. Vice Commander Zhang told reporters that in the past, many grassroots deputy commanders like him avoided participating in training organized by superiors. He analyzed the reasons - firstly, the training assessment results need to be ranked, and no one wants to embarrass the unit; The second is that the deputy commander is in charge of logistics work on a regular basis, so it's better to have one less task than to have more. Change begins with a training exercise. That was his first field training as deputy company commander, and the company entered the first level of combat readiness according to superior orders, strengthening the deployment of on duty troops. Previously, Vice Company Commander Zhang thought that training was "the main officer sings the big drama", and he, as a supporting role, could "steal the leisure while busy". Unexpectedly, the command came from the commander: 'You and the main officer both' sacrificed ', quickly activate the emergency plan, and have the acting commander take over the command.' Deputy Commander Zhang rushed into battle, but due to his inability to accurately issue instructions, the fighter jet was delayed, and he regretted it deeply. Leading troops in battle is a game of chess, and every aspect of building combat effectiveness cannot be missing. How to fully utilize the combat effectiveness of each position in the combat chain and integrate into an organic combat collective in the end is a topic that requires joint thinking at all levels. The deputy commander is also a key factor in winning the battle, and we cannot always think about 'standing aside'. ”The leader of the brigade told reporters that they set up the special situation of "the death of the main officer" throughout the entire training process, including troop transportation, battlefield transfer, and combat discussions, in order to cultivate the ability and responsibility of deputy commanders. Opening the capacity enhancement training plan of the brigade, the reporter found that "cultivating the emergency preparedness ability of deputy commanders" is prominently listed. They regularly gather grassroots deputy commanders for training on tactics and training, military command planning, and wartime political work; By combining opportunities such as combat readiness, field training, and live fire exercises, deputy commanders are placed in an environment similar to actual combat to hone their skills and help them transition from being "capable" to "proficient". Clear the fog of thought and strengthen practical responsibility. Not long ago, the superior organized a martial arts competition, and Vice Commander Zhou of a certain company voluntarily signed up to participate, hoping to find the right one through the competition