Taking the initiative, not waiting or relying on others... This company commander's "growth diary" brings many inspirations
2024-08-12
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Being the commander of a company that has been rated as advanced for three consecutive years, the pressure is imaginable. Will you be brave enough to take on the challenge, or will you just play it safe and rely on your past achievements? The experience of Huang Zhenwei, the commander of a garrison unit in Nansha, the Navy, can bring some inspiration. Please see——
A new company commander's "growth diary"
■ Liberation Army Daily reporter Chen Xiaojie and special correspondent Wu Qiang
Huang Zhenwei observes the situation during patrol. Photo by Huang Chunmao
After working overtime until the early morning, Huang Zhenwei, the company commander of a garrison unit in Nansha, heard that a pipe in a barracks needed to be repaired. He quickly organized people to deal with it. Then, the staff of the headquarters asked him to revise the plan, and he was busy until after one o'clock. In the afternoon, he rushed to the headquarters to attend a meeting. In the evening, Huang Zhenwei finally had his first peaceful meal of the day in the cafeteria...
Huang Zhenwei finally had time to chat with reporters after finishing his work for the day. In his and the soldiers' joint narration, the reporter recorded the story of a new company commander and an excellent company growing up together.
It has been rated as an advanced company with "four irons" for three consecutive years, and was awarded the third-class collective merit the year before last. The previous company commander was very capable and qualified... A year ago, when Huang Zhenwei learned that he was going to serve in this advanced company, he felt a lot of pressure. Many of his comrades reminded him: "The company has a high starting point, and no matter who takes over, it will be a big test. It's not easy for you to be a company commander!"
It is hard not to be compared with the previous example. Huang Zhenwei had many questions in his mind: Will such a good and advanced company go downhill under his leadership? How can a military commander train more than a dozen major and minor specialties? More than half of the sergeants in the company are older than him. How can he win their trust and establish prestige?
Due to the long-term style and discipline, even if the chief officer is replaced, the company's officers and soldiers still work with the same standard and execution as before. But this does not mean that they can "lie down and eat the family's wealth", and the company urgently needs a "backbone".
Huang Zhenwei never thought of starting a new job. "You can't build your image and prestige in this way." He felt that he couldn't act blindly before he had a thorough understanding of the company and before he had received full recognition from the officers and soldiers. In the end, he chose to start by changing himself.
The work memo in front of the reporter was created by Huang Zhenwei for himself after he took office. Some of it contained thoughts on the construction of the company, and most of it was requirements and reminders for himself. Flipping through the pages, it was like browsing the "growth diary" of a new company commander.
I casually turned to a page and saw the words: "As the chief officer, you must always maintain a positive attitude and image and not convey negative emotions to officers and soldiers." The profound insights come from work practice.
When he first took over the company, there were so many things to do that he was bound to make mistakes and get criticized, but he used to keep it to himself. But as time went on, his emotions would more or less show up.
One night before lights out, squad leader Li Hongchun knocked on Huang Zhenwei's door. He noticed that the company commander was in a low mood when he called the roll in the evening, so he took it to heart.
"If the officers and soldiers see their superiors are dejected, they will have even less motivation to work hard." After understanding the situation, Li Hongchun said to Huang Zhenwei: "The mood, image, and temperament of the commander will directly affect the officers and soldiers. Therefore, they must have strong inner determination and motivation. No matter what situation they encounter, they must not affect their work status..."
Huang Zhenwei took these suggestions to heart and wrote down that sentence in his work memo.
"Sometimes the company commander worked overtime until the early hours of the morning, and he would go out for drill on time at dawn, standing in front of the team in high spirits." The reporter recalled what clerk Zhao Lianhao had said before, and at that time he only thought that Huang Zhenwei was really able to "carry on". Now I understand that there are profound considerations behind the company commander's daily persistence.
Over the past year, everyone has said that Captain Huang has become more and more like a "company commander" - when he first arrived, he was a little shy when speaking in front of officers and soldiers, but now he speaks generously, appropriately, calmly and forcefully on various occasions; when he first took office, he was a little hesitant and thoughtless when arranging work, but now he makes decisions decisively, carefully and comprehensively.
Zhao Lianhao used to think that the company commander had a gentle personality, but he did not expect that the good-tempered Company Commander Huang would be so determined to play the bad guy.
After returning from a major mission, the company was somewhat relaxed. Several soldiers were criticized by their superiors for being lazy during training, including two squad leaders. Huang Zhenwei ordered several comrades to make self-criticisms at the company-wide military meeting. The party branch then held a meeting to discuss the removal of the two squad leaders. This firm and clear attitude was also supported by the superiors.
"In training and management, cadres should be stricter than backbones, and backbones should be stricter than soldiers." Huang Zhenwei pointed to this sentence in the work memo and said that he always required this of himself and passed this standard on to officers and soldiers. Since then, the company has never had similar problems again.
"The company commander has high standards for us and even higher standards for himself. His military and sports performance is always among the best in the company." First Class Sergeant Sun Wei still remembers the scene when the company commander learned to drive the patrol boat from him. During that time, Huang Zhenwei drove the patrol boat to the dock and practiced repeatedly whenever he had free time, tirelessly "tackling" the driving difficulties one by one.
The company commander humbly asked for advice, and the backbones of various professions taught him everything they knew. Now, Huang Zhenwei has mastered all the professions of the company.
"The company commander is very serious and likes to focus on details in training." Corporal Bu Zihang said that during a night training, Huang Zhenwei was patrolling with an assault vehicle when a "special situation" suddenly occurred and required everyone to deal with it. After handling it, he pointed out the problem on the spot and led everyone to study and discuss how to organize cover and attack.
Huang Zhenwei not only pays attention to laying a solid foundation and grasping details in his work, but also encourages innovation and creation. With his support, First Sergeant Bai Jiasong took the lead in researching a fast aimer that can help a certain type of equipment hit targets faster and more accurately; Sergeant Wang Minfu was a programmer before joining the army, and Huang Zhenwei encouraged him to give full play to his professional expertise and design innovative training methods... At the end of last year, Huang Zhenwei's company was recognized by the superiors as an advanced company of "Science and Technology Innovation in Nansha".
"Training is for fighting, and we should not only emphasize meters, seconds and rings." "Training only relies on the accumulation of quantity, which will not lead to qualitative improvement." ... In Huang Zhenwei's work memo, the reporter also saw many "golden sentences", each of which came from his work practice and thinking.
"Looking back on my one-year experience, I have some new thoughts." After the interview, Huang Zhenwei took the memo and added another sentence on it: "Taking the initiative will create unlimited creative possibilities. Only by not waiting and relying on others can we stimulate the potential for upward mobility."
Interview notes
The leader should be a caring person
■Chen Xiaojie
When taking office in a new unit, the grassroots commander needs to manage not only young soldiers, but also veterans with longer service. They are familiar with the grassroots, proficient in professional skills, rich in management experience, and have great prestige among the soldiers. In an advanced company with a solid foundation, this pressure will be multiplied. How to convince the veterans is a difficult problem for many young grassroots commanders.
Grassroots is a "compulsory course" and soldiers are a "compulsory book". Many grassroots officers are eager to start "three fires" to establish their prestige when they first take office. However, if they lack a detailed understanding of the company and do not gain the full trust of the officers and soldiers, they will only backfire. A qualified front-line leader should first understand what the company currently needs and what the officers and soldiers care about. He must not "have great determination without knowing the situation, and have many ideas without knowing the situation".
Whether one can convince others and train good soldiers, the excellent quality, good style and personal charm of the frontline leaders are indispensable. If one's ability is not strong enough, and one leads the soldiers with "mouth", "pressure" people with power, and muddles through and relies on past achievements, he will definitely not be trusted by the officers and soldiers, and even if he seems to have prestige, it is only superficial. We often say that "example is better than precept" and "leading soldiers is leading the heart". For leaders who take on new positions, this truth will never be outdated.
Take the initiative, don't wait or rely on others... The reporter hopes that the key words in these "growth diaries" can inspire the majority of comrades-in-arms to proceed steadily, perform their duties conscientiously, and run their own leg well in the relay race of striving to build a strong military.
Source: China Military Network-People's Liberation Army Daily
