To let go, we should also pay attention to guidance and control. Wang Xin, a cadre of a certain air force station car company in the Central Theater Command, recently received unanimous praise for several specialty dishes carefully cooked by cook Su Yilin at a dinner organized by the company. I am sincerely happy for Su Yilin as I watch his comrades who have returned from training feast on them. At the beginning of this year, I learned through heart-to-heart discussions that although Su Yilin studied automotive driving after joining the military, he had always had a "chef's dream" and hoped to become a cook when he joined the army. Although the cooking position is ordinary, it is not easy. Considering Su Yilin's strong will and the sufficient support of the company's drivers, we have decided to give Su Yilin an opportunity to be transferred to a cooking class through discussions at the party branch meeting, allowing him to start as an "intern cook" and then become a "regular" employee. Walking onto the three foot stove, Su Yilin cherished this opportunity to fulfill his dream. During the day, he riveted in the kitchen, learning from cutting vegetables and side dishes; At night, after tidying up the dishes, he plunged into a book and delved into cooking techniques; During weekend breaks, he often watches cooking teaching videos on his phone... With this energy, Su Yilin has made rapid progress. Seeing this scene, the backbone of the company and I were relieved, and the cooking squad leader began to let him go. However, during a lunch preparation, Su Yilin, who was supposed to be responsible for the side dishes, saw that her classmates were too busy to start, so she took the initiative to try cooking more complex dishes. Due to the class monitor's previous words, Su Yilin was asked to let go, but the others did not stop him. As a result, Su Yilin was scalded due to improper operation. This incident has sparked discussions among the backbone of the company: some comrades believe that experiencing setbacks can lead to growth, and letting go in a timely manner is no problem; Some people also believe that comrades with weak ability foundations should not be allowed to perform tasks alone too early. Su Yilin's injury reflects the inadequate support of cadre cadres... Everyone's discussion has also sparked my thinking - in past work, many cadre cadres, including myself, have actually let go of "positive performers" too early, although the original intention was to actively build a platform and guide the way for officers and soldiers, But the lack of real-time safety reminders and supervision has led to the emergence of aggressive behavior among these soldiers who are still in the "climbing stage" of their abilities. At present, most of the officers and soldiers in the company have higher education and strong personalities, and have their own ideas for growth planning. As frontline leaders, we should not only recognize everyone's reasonable demands, but also keep the bottom line. Within a safe and reasonable range, we should do a good job of supervision and safety reminders to help them gradually progress and develop better. To this end, I quickly adjusted my work methods and, while acknowledging Su Yilin's early work performance, arranged for the team leader backbone to strengthen supervision, refine safety reminders on his operational skills, and promptly sorted out the situation of personnel in various positions of the company. I also paid more attention to the newly transferred and appointed team leader, and encouraged everyone to actively work well while ensuring safety. Nowadays, more and more new comrades are diligent in learning and training, and have achieved good results in their respective positions. The backbone has also continuously improved their methods of leading troops, and various highlights of the company's work have emerged. (Desert, complete consolidation) (Xinshe)