On how to be a good grass-roots official

Grass-roots units are the foundation of army building. The quality of grass-roots construction determines the quality of military construction. As a grass-roots official, what is your ability and quality? Do you work hard? Do you enjoy high prestige among officers and men? These problems largely determine the quality of grass-roots construction. As the saying goes, whether the troops are good or not depends on the leaders; Whether the team is good or not depends on the top two; The officers and men will follow whatever steps the branch takes. As a grass-roots chief officer, how to embody his personal value in the vast world of grass-roots units and how to unite and lead officers and men to better promote the all-round construction of the army are problems that our grass-roots chief officers should think deeply and urgently study and solve. Based on my own work practice, the author talks about some superficial personal experiences on how to do a good job of grass-roots officials: First, the basic qualities that officials should possess will be fierce. Without excellent basic quality, the first mate can't do it The author believes that the chief officer must have the following four basic qualities: First, the basic military temperament. Military temperament is a kind of imposing manner shown by soldiers in their gestures, a unique feature of soldiers and the result of externalization of internal quality into grace. Li Yunlong is popular with everyone because he has the military temperament of meeting the brave in a narrow way and winning. As a grass-roots chief who leads troops in the front line, he has the responsibility of uniting and shaping people. He must study both inside and outside, strive to cultivate noble personality charm, and be dignified in appearance, civilized in manners, optimistic and confident, witty and resolute, brave and tenacious, and resolute. The second is the basic professional quality. Engels said: the gun will not move by itself. You need a brave heart and strong hands to use them. Only the first mate has the basic professional quality can he show his sword in fire fighting and rescue. If you scream at me, come with me, and you will bring out a screaming team. The third is the basic working methods. Thinking determines the way out, and chaotic thinking will inevitably lead to hectic work. Only when the chief officials have an accurate understanding of the upper-level situation and are familiar with the lower-level situation can they have a clear understanding of the work priorities and creatively form practical ideas and methods to achieve twice the result with half the effort. The fourth is the basic cultivation of official morality. Official morality is the foundation of an official's life, solid and moral, and high moral. Grass-roots officials should always cultivate the virtue of politics, always think about the harm of greed, always be self-disciplined, always get rid of unreasonable thoughts, and maintain a good moral stance and spiritual home. (a) good at planning, don't cover everything, but some people cover everything, not the overall situation, not enough to cover a domain. Chief officials must be good at grasping the overall situation, thinking, studying problems and planning work from the overall perspective. The first is to know the situation. Chief officials should keep in mind the major policies of the Party, the country and the army, understand the spirit of instructions of the Party committees and leaders at higher levels, make good annual work arrangements, and especially understand the development of their own units, such as the construction foundation, the military and political quality of officers and men, personal availability, logistics construction, work priorities, difficulties and bottlenecks, and the location of dangerous sources within their jurisdiction. It is necessary to grasp various elements in the work, such as the background of the work arranged by the superiors, the influence of various changes in the social environment on the officers and men of the army, and what kind of ideological reactions they have, so as to form an organic whole in their minds and take care of the overall situation. The second is rational thinking. On the basis of understanding the feelings of the upper level and the lower level, formulate the construction plan or development goal of this unit according to the outline study. The goal setting should conform to the actual situation of the unit, be clear, definite and specific, not ambiguous, be moderate, and it is best to set the goal at the height that can be reached in one jump. It is necessary to clearly know what are the main obstacles that restrict the implementation of the work, and distinguish which are key and which are general, what to grasp at present and what to do in the future. For specific work, we should also distinguish between key links and key steps. Try to make every job implemented in the big deputy. The third is to divide responsibilities. There are many clues and complicated things in grass-roots work, so it is impossible for the chief officials to cover everything. However, it is necessary to make clear who will grasp, what to grasp and how to grasp each work, so as to be responsible, content-oriented, time-limited and standard, and truly ensure that everyone has something to do, with responsibilities at all levels and implementation at all levels. (2) Good at management, not everyone, but everyone. When I was training in an army, I found that the army punished three soldiers in one day. The first mate is energetic and grumpy, shouting and bombing all day, but his morale is not high. The first mate was puzzled: What should soldiers do? . The author believes that management should not be about who you see and who you care about, but should distinguish management responsibilities and objects according to the requirements of hierarchical management, and often think about who cares about yourself and who cares about subordinates; Have the people who should be in charge of themselves been in charge, and the people who are in charge at lower levels have been in charge? The CEO should focus the manager's energy on planning the problems that everyone is managing. Specifically, first, it should be managed within the grid. Without rules, there would be no Fiona Fang. All activities of officers and men should be carried out under the norms of rules and regulations. Therefore, officials should strengthen the study and education of rules and regulations, carefully analyze the thinking of officers and men and the management status of their own units, and identify the existing problems. According to the rules and regulations, refine the management regulations and codes of conduct, and make clear what is right and wrong, what can and cannot be done. We should strictly implement the rules and regulations and not lower the standards. Dare to grasp and manage violations of discipline and discipline, and manage people with the system. Second, we must straighten it out. Persuade people by reasoning, and don't be a road policeman. First of all, we must control the thoughts of good people, so that rivers can sail, reason can play a role, thoughts can be straightened out, and there will be conscious actions. Marx once said: as long as the theory convinces people, it can grasp the masses. It is necessary to moisten things quietly, touch the hearts of officers and men, and explain the truth thoroughly, so that officers and men not only know what to do, but also know how to do it and why to do it, and strengthen their self-management awareness. Third, manage people by people, give play to the backbone role of cadres and noncommissioned officers and the participation role of conscripts in management, and ensure that personnel management is not out of control. (3) Being good at operation, we should not stick to specific affairs, but concretize specific affairs. There are thousands of lines above and a needle below, and there are many things at the grassroots level. Don't jump out of the transaction circle, let the transactional work lead the way. The first is the shunt brake, grasping the big ones and letting the small ones go. The chief officer should be good at judging what is important and what is trivial according to the nature of the task and the actual analysis of the unit; Which are the principal contradictions and which are the secondary contradictions; What is the main aspect of contradiction and what is the secondary aspect of contradiction? Only by prioritizing, prioritizing and prioritizing can we concentrate on grasping the center and key points. For small things, we should assign other suitable people to grasp, define standards, methods and precautions, do a good job of inspection and supervision, and ensure the implementation of quality. The second is to grasp the details. Great things in the world must be done in the details. The subtlety of work style is essentially different from being hands-on and busy with trivial matters. Therefore, it is necessary to pay close attention to major events, concretize principles, start with specific work, grasp specific links of work, seek depth in detail, and solve specific links in the central work chain by fine and rigorous style. If we can't grasp the specific links, it will become an empty talk to grasp the major events. Therefore, we must not lose the fine print when grasping major events, think carefully about problems, and work hard, especially at critical moments, places and jobs. For major tasks, we should be specific, organize and implement them step by step, distinguish which links should be grasped by ourselves and which links should be grasped by other cadres, and explain how, when and to what extent. The third is to catch it in the movement. Works are developed in stages, and the layout and strength composition of works should also change with the changes of works. According to the needs and progress of the work, point out the existing problems, change the stage center and focus of the work in time, adjust the strength in time, clarify the requirements of the next work, clarify rewards and punishments, and improve the efficiency of unit construction. (4) Be good at cooperation, or strive for fame and gain, but we must distinguish between right and wrong and rely on right and wrong. The loss of lips and cold teeth is a true portrayal of the unity of grassroots officials. Therefore, grassroots officials should pay attention to the skills of getting along with each other and avoid disunity. Everything goes well at home. It is a skill for officials to establish unity, and only capable people can maintain the concept of unity. One is mutual cooperation. Recognize that the same official, the same drama, support each other, only complement each other, do not tear down the stage, can be a good show; The second is to be a supporting role. In a threesome, there must be a teacher, and the chief officials have their own abilities and expertise. In line with the principle of working for unit construction, those with strong ability should take the initiative and those with weak ability should consciously cooperate to promote the development of unit construction. The third is to dare to take responsibility. If you have problems in your work, don't pass the buck, but dare to take the initiative to take responsibility; With achievements, take the initiative to be modest and not seek success. Fourth, we must have a democratic style of work and resolutely safeguard collective authority, and we must not let individuals have the final say. Cooperation * * *, sir, can't be competitive, it's easy to hurt feelings. On some unprincipled issues, don't point the finger at Mai Mang, talk about style, take a step back and calm down for a while. On the issue of principle, we should study collectively, reason rationally and safeguard collective interests.