Organizing departments to have heart-to-heart talks with cadres is an important way and method to understand cadres' ideological and working conditions and strengthen the ideological and political construction of leading bodies and cadres. The main body of the heart-to-heart talk can be a minister, a deputy minister in charge, or a person in charge of an internal organization and a group cadre. The time and object of heart-to-heart talk can be determined according to the actual situation, and at least "six must talk" can be achieved, that is, post changes must be talked about, ideological fluctuations must be talked about, assessment feedback must be talked about, and cadres and individuals must talk about it.
The first is to make a conversation plan. It mainly includes determining the speaker, interviewee, time, method, content and related preparations. The talk plan will be implemented after being approved by the leaders.
The second is to make relevant preparations. Before talking, you should know the basic situation of the interviewee in detail. You can know the age, education, major, work experience, family, rewards and punishments, personality of cadres, master the advantages and disadvantages of cadres, evaluate cadres and workers, and practical difficulties. , and targeted to determine the focus of the conversation.
The third is to choose the timing of the conversation. Choosing the right conversation opportunity can effectively promote the conversation effect. When cadres have ideological fluctuations and emotional ups and downs, they should communicate with them in time to ease their emotions. Be good at choosing the time and place of conversation and create a relaxed conversation environment. In the process of conversation, we generally don't talk about sharp problems that we are not prepared for. Don't rush to avoid or flatly refuse. We can properly guide the subject of the conversation and discuss it in detail when the problem is mature. You shouldn't get excited when the conversation is tense. You should calm down the atmosphere and wait until the conditions are ripe or another time to continue the conversation.
Fourth, pay attention to the way you speak. The conversation should be frank, sincere and gentle, so as to gain the trust of the interviewee. We should have equal heart-to-heart, and pay special attention to adopting flexible and diverse conversation methods according to the different personalities and characteristics of cadres in order to improve the conversation effect. For example, for cadres who are introverted and not good at expression, you can ask questions directly; For extroverted, optimistic and talkative cadres, we can adopt the method of rambling and chatting; For experienced cadres, suggestions and consultations can be adopted; Wait a minute.
The fifth is to make records. During the conversation, we should make records carefully, strictly abide by the discipline of the conversation, and not disclose the conversation to irrelevant personnel, especially the personal and family privacy of cadres, and keep it strictly confidential.