Heart to heart talks are an important means and excellent tradition of ideological and political work in our army. The secret to a certain detachment of the People's Armed Police Force fighting a "turnaround battle" for three years is to have a method of heart to heart communication. Is the attitude fundamental? It's still that camp, or that group of officers and soldiers. Why has the same unit become so different in three years? Before and after Jingzhe, reporters came to a certain detachment of the First Mobile Corps of the People's Armed Police Force to interview and discovered this news point. Three years ago, this detachment fell into a stage of development bottleneck; Now, this detachment is participating in military training standard assessment, with a total score ranking first in the People's Armed Police Force. At the same time, honors such as "first level military training unit" and "six no" security work detachment "are being taken into account... Why did the change occur? What is the secret to success? When the reporter raised a question, the detachment officers and soldiers coincidentally awarded the first merit of this "turnaround battle" to a familiar and often talked about job - heart to heart talk. The leader of the detachment, Su Haihong, bluntly stated, "Over the past three years, we have extensively carried out heart to heart talks. Through heart to heart talks, the barriers between different levels have disappeared, the hearts of officers and soldiers have become more united, and internal relations have become closer." It is understood that the fundamental reason for the fluctuations in the comprehensive construction of the detachment before was due to problems in internal relations. Due to the rapid turnover of the first level leaders of the detachment, some detachment leaders and cadres of the battalion and squadron have limited communication and are not familiar enough. There is more of a hierarchical and command obedient relationship between each other, and there is a lack of comrades fighting side by side and working together, which has not formed a good atmosphere of unity and cooperation. After repeated research, the party committee of the detachment decided to use heart to heart talks as the key tactic to break the situation. To this day, extensive and in-depth heart to heart talks have been carried out for a full three years. Zhu Yufeng, a cadre of the human resources department of the detachment, still remembers the scene three years ago when Su Haihong first talked to him. At that time, Zhu Yufeng had just joined a certain squadron as a instructor. Before the heart to heart conversation, he was worried that talking too much would make him "timid", so he prepared to answer whatever the leader asked without saying a word more. To Zhu Yufeng's surprise, Su Haihong listened attentively throughout the entire conversation, and when asking questions and sharing his feelings, he also chatted like friends, making him unconsciously open up... The heart to heart conversation lasted for more than two hours. Zhu Yufeng explained his personal situation, the situation of the squadron, and how he planned to lead the squadron in one go. Originally, before carrying out this heart to heart talk activity, a group of members of the Party Committee of the detachment discussed and formed a set of heart to heart talk methods based on the principle requirements stipulated in relevant documents and in response to the characteristics of the relationship between officers and soldiers in the new era. The first one is to respect the person you are talking to and achieve equal communication. They make three rules for themselves, keep their phones silent during heart to heart conversations, block other affairs, and prioritize the people sitting in front of them and what they are talking about. Over the past three years, a group of members of the Party Committee of the detachment had an average of seven to eight heart to heart talks with dozens of brigade and squadron leaders like Zhu Yufeng, and provided timely and effective feedback on the issues and suggestions raised in their minds. During the interview, Su Haihong presented the compiled heart to heart methods to the reporter. The reporter flipped through this booklet and saw that it recorded 32 specific operating methods, each with several heart to heart talk cases - "Heart to heart talk should not be rushed for quick success and instant benefits, but should be 'simmered slowly over a small fire' and long-term efforts." Last year