After a short three-month training, the recruits were assigned to the grassroots brigade. The understanding of army life is still superficial, and the idea of serving with peace of mind is not mature and stable enough. If the cadres and backbones who are leading troops in the front line are not guided and educated in time and are not handled properly, it is easy for recruits to leave the team privately, which will lead to the instability of the troops and affect the normal duty preparation. As the first "teacher" in charge of political work, I talk about how to do a good job in ideological and political education for recruits after leaving the team, combining the management work of the squadron and my own shallow experience in leading troops.
First, the ideological burden of recruits after leaving the team mainly includes the following psychological factors.
(A) unfamiliar interpersonal relationships, easy to produce strangeness. With the end of the recruit training, the new comrades-in-arms and fellow villagers who lived together day and night during the new training all went their separate ways. When you come to a new company, you have to get along with new comrades you don't know. Everyone feels strange and afraid of not getting along well with everyone. How to deal with the relationship between new comrades needs a process of gradual exploration and adaptation, which is easy to cause psychological burden.
(2) The workload is aggravated and it is easy to get tired. In order to make recruits change from a soldier to a qualified fire fighter as soon as possible, there are higher requirements for both style and discipline and daily training, with more training contents, greater training intensity, higher standards and greater workload. In addition, some squadrons are too demanding and anxious for recruits, which makes them in a state of tension and depression. Some recruits will feel very tired and increase their psychological pressure.
(C) unfamiliar environment, easy to produce fear. Because the training and life of recruits are different from those of basic squadrons. The recruits have just arrived in the basic squadron and are not familiar with the various situations of the squadron. There are mainly the following points: first, before joining the army, I heard that veterans in the army had the habit of bullying new recruits and told them to wash clothes and feet. When recruits first arrive in the squadron, veterans are even more afraid of being bullied by veterans. In particular, some grassroots cadres and veterans have simple and rude management methods, and even beat and scold recruits, which makes them feel the warmth of the "big family" and easily leads them to leave the army without authorization. Second, after leaving the team, recruits should be trained separately in physical fitness and business, and individual recruits are afraid that the training will not keep up, which will affect their future development. Third, there is a difference between the basic squadron and the recruits' daily exercises. Some recruits are afraid that they can't keep up with the pace at work, and they are afraid of being abused by veteran squad leaders because of such problems.
Therefore, grass-roots squadrons must attach great importance to the management education of recruits after leaving the army, seriously grasp the characteristics and laws of the initial adaptation period of recruits, take corresponding measures, and do a good job in management education in a targeted manner.
Second, do a good job in ideological education and guidance, and "reduce the burden" for recruits ideologically.
(A) identify the problem, grasp the initiative of ideological work. Recruits leave their hometown relatives and step into a strange fire police camp, which urgently needs a kind of care. Grassroots squadrons should give full play to the role of grassroots party branches, squad leaders and backbones. Form a three-level role of branch members, squad leaders and backbones, mobilize all staff, and strengthen the management education of recruits. We can discover the ideological changes of recruits in time, grasp their ideological status, take effective measures according to different situations, rely on ideological and political work in time, and start with small links such as eating, walking, writing, reading emotions and sleeping to achieve the expected results.
(2) Actively create an atmosphere of caring for recruits. If the ideological and political work of recruits is only done by a few cadres in the squadron, it is far from enough to care. We should give full play to the role of all squad leaders, backbones and veterans, and actively create a strong atmosphere of caring for recruits.
(3) Take care of your heart and treat soldiers with affection. It is far from enough for recruits to quickly integrate into the squadron's "new home", correct their service attitude and consciously obey the training and various management. If they just talk about "patriotism, peace of mind and dedication to the police camp", they should have the heart of parents and brotherhood, take the initiative to make friends with the recruits and take care of them enthusiastically in their study and life. For those who are sick, cadres should carefully check their illness and comfort them with their brothers' feelings. In training, we should scientifically formulate the training and education plan for recruits according to their physical quality and acceptance, follow the principles of step by step, training according to the outline and scientific group training, scientifically train and teach students in accordance with their aptitude, ensure the systematization and consistency of training, and require attention to the combination of work and rest and no overtime and overload training. For individual new comrades with relatively poor physical quality, psychological quality and acceptance ability, leading cadres and backbones care and help with "sincerity, carefulness, love and patience" and impress the "hearts" of recruits with sincere care.
(4) Ideological and political work should be continuous. Ideological education is a long-term work. The ideological crux of recruits can not be solved by just having a heart-to-heart meeting. Ideological workers need to exert their influence imperceptibly for a long time and form a certain advertising effect. Squadron cadres should not only overcome the idea of quick success and instant benefit, but also do their ideological work in place without leaving a tail.
As the saying goes, "details determine success or failure." As a leading cadre, we should always bring the word "warmth" to every recruit, grasp every detail of the recruits' life, and start from life, study and training, so that they can always feel the warmth of the big family of the army. We should always sum up new experiences and lessons in guiding recruits, constantly explore new ways to do ideological work for recruits, and make continuous efforts to create a good situation of leading elite soldiers and strong generals in the new period.