In the daily practice of leading troops at the grassroots level, how to grasp the scale of praise and criticism often confuses some soldiers. We emphasize both using emotions to lead troops and saying that compassion does not govern troops. The seemingly contradictory aspects are actually organically unified, containing the fine traditions of our military's political work and testing the wisdom of grassroots military leaders in the new era. We need to view and use them correctly and reasonably with a dialectical perspective. In this issue, we present a set of observations on how a certain brigade of the 79th Group Army has improved the leading ability of its cadres and backbone, and see how they have done it. The work supervisor cannot simply criticize that incident. A certain brigade and company of the 79th Group Army returned to the camp after completing their training mission. Deputy Commander Lai, who had just taken office, soon discovered that some soldiers had become lax in their thinking, and their internal hygiene, work style, and image had declined. Vice Commander Lai, who was determined to do a good job, decided to give a merciless evaluation later that day to alert the officers and soldiers. The second shift's garbage dumping in the sanitation area was not timely, and the fifth shift's cleaning tools were not neatly arranged... "The commentary directly pointed to the problem, and the effect was immediate. The internal affairs were arranged neatly, the hygiene standards were improved, and the queue was moving with great enthusiasm. Deputy Commander Lai was very pleased. As soon as he thought about the internal hygiene evaluation to be organized in the camp at the end of the month, his enthusiasm for tackling problems and nitpicking details became even stronger. Since then, he has frequently conducted problem discussions and evaluations during meal gatherings, late hour meetings, administrative meetings, and other occasions. At the beginning, officers and soldiers were able to take rectification seriously, but over time, some people began to deal with it. Sometimes, a task only showed slight improvement after being evaluated, and without evaluation, it slowly declined or even went perfunctory. For example, with some progress in internal hygiene, some old issues such as queue movement and military appearance and discipline have resurfaced, which can be described as "pressing the gourd to float the ladle". As a result, Deputy Commander Lai's comments became more frequent and his tone became more severe, but some soldiers seemed to be becoming less sensitive. Later on, whether commenting or not, some people remained indifferent and began to show a state of "standing still". After training one day after rain, the soldiers' clothes and shoes were covered in mud and water. Returning to the dormitory, everyone immediately ran to the washroom to clean up. After finishing, no one took the initiative to clean up, and everyone wanted to wait for their comrades in charge of the washroom hygiene to handle it, resulting in the originally tidy washroom being very dirty and messy. Deputy Commander Lai was very angry when he found out, and he brought up the topic of "making Lian his home" and gave a stern evaluation again. But afterwards, some soldiers didn't think much of it and whispered to themselves, "If you don't praise your work, you only have problems in your eyes." "If you take a small matter to the top of the line and criticize us frequently, your ears will be calloused." "Each class has already divided the hygiene zone, why criticize us?" These comments reached Vice Commander Lai's ears, and he felt very confused and his work enthusiasm was also affected. After hearing about this, Captain Li took the initiative to approach Deputy Captain Lai and analyze the problem with him. The soldiers' words are not unreasonable. Having passion for work is a good thing when a new official takes office, and strict management is not wrong, but it is important to pay attention to methods and approaches. Focusing solely on the problem for criticism, believing that the more severe the criticism, the more effective it will be, without paying attention to the inner feelings of the officers and soldiers. This rigid way of leading troops will only provoke resistance from everyone, not only fail to establish credibility, but also alienate the relationship between officers and soldiers. ”He told Deputy Commander Lai that in order to break the deadlock, we must change our mindset, respect the main position of the soldiers, and find ways to mobilize their subjective initiative. Inspired and moved, Deputy Commander Lai decided to make a change. The next day, he conducted a self-criticism in front of all the officers and soldiers of the company, clarifying his original intention and work mistakes, and requesting everyone to supervise the rectification and provide valuable opinions. Taking this as an opportunity, the company's party branch has also decided to take the lead of the Military Affairs Committee in formulating detailed rules for quantitative evaluation of teams and individuals, timely recognizing the work achievements of officers and soldiers, and guiding everyone to view criticism correctly. Once, the company organized an internal hygiene inspection. When reporting the results, Deputy Commander Lai did not criticize as before, but listed the shortcomings on the bulletin board and added comments such as "the cabinets in Class 5 are neatly arranged, and the windows in Class 1 are bright and clean", so that everyone can see the shortcomings and be motivated. The soldiers expressed that this approach is easy to accept, and they are determined to make up for their shortcomings and bring glory to the company in the upcoming camp wide evaluation. Praise and motivation focus on precision and comprehensiveness. "Today's task was completed well, especially Xiao Gao, who was skilled in operation..." In the late night of early winter, during a communication element training just concluded in a certain brigade and company of the 79th Group Army, soldier Xiao Gao performed outstandingly and was recognized by platoon leader Luo. Xiao Gao said that such praise made him feel delighted from the bottom of his heart. But before, he had also been a bit troubled by excessive praise. It all starts with the company moving to the new barracks. At that time, various standardization construction work was being vigorously promoted. In order to boost morale, platoon leader Luo and several squad leaders agreed that during their tenure as company duty officers, they would make more use of work breaks, roll calls, and other opportunities to timely praise comrades who were actively working. As the cultural backbone of the company, Xiaogao is responsible for leading multiple tasks. He has a strong sense of responsibility and is meticulous in his work. During that period, he was often praised. Quickly, Xiaogao found Platoon Leader Luo and said, "Platoon Leader, can you stop praising me alone? Everyone has objections to me..." It turned out that the task of building a cultural atmosphere in the platoon was heavy, and Xiaogao often led several other comrades to work overtime until late at night. However, the duty officer often only praised Xiaogao, who was leading the way, and only passed by the other comrades, which made Xiaogao feel guilty. Xiao Gao also admitted that his comrades who had worked closely with him before are clearly lacking in motivation, and some even express that they do not want to continue participating. After listening, Captain Luo promptly sought out relevant personnel for heart to heart talks. Some soldiers say that everyone is working together, and it's not a big deal to endure hardship and fatigue, but only Xiaogao is often praised, while other comrades feel that their efforts have not been seen and recognized by the organization. Some people also expressed that they not only do not receive praise, but sometimes they do not rest well due to overtime work, resulting in decreased attention during training. They are also publicly criticized by the duty officer, making them feel a bit aggrieved. During this survey, Captain Luo also discovered some issues regarding inappropriate praise. For example, some military leaders praise this soldier today and switch to another soldier tomorrow, and the praise content is vague and difficult to convince everyone; Some military leaders tend to praise outstanding comrades by using temporarily backward comrades as counterexamples, which not only undermines their work enthusiasm but also hinders the unity of officers and soldiers. Captain Luo presented the issue to the joint meeting and discussed solutions with everyone. Daily praise is not just about evaluating achievements and awards, it should not only focus on those who lead by example. It should be objective and comprehensive. The time for evaluation is limited, and praise should not be generalized. It is suggested to enrich the forms of praise and provide more display space for the growth and progress of officers and soldiers. Everyone spoke one sentence at a time, and the discussion was lively. Soon, the company's party branch explicitly demanded that the soldiers fully grasp and understand the actual work achievements and contributions of the soldiers, so that the praise is reasonable, well founded, and convincing. They firmly put an end to the "rotating sitting style" and "comparative style" praise, actively explored a tiered incentive mechanism, established awards such as "Progress Star", "Training Star", and "Dedication Star", and conducted weekly evaluations based on everyone's work performance, which were announced at the company meeting. In addition, they will create short videos of outstanding military and civilian achievements, which will be displayed on electronic screens and information display windows in the cafeteria, serving as a motivational demonstration. Xiao Yan, a newly recruited member of the company who had been unknown before, fulfilled his duties diligently while serving as a canteen duty officer. Recently, he was awarded the title of "Dedication Star", which not only delighted Xiaoyan, but also gave him more motivation: "The recognition of the organization makes me full of motivation, and I will definitely continue to work hard!" (New Press)