On "Close Contact with Cadres" - General Secretary of the Organization Department of the Provincial Party Committee | Organization | Cadres
Solve the problem of "close contact with cadres" well
These study books and materials are not only theoretical monographs that guide direction, but also "reference books" and "desk books" that guide practice. Through daily reading of "check ins", I use my learning to penetrate my mind and heart to promote effective work, striving to achieve the unity of knowledge and action and apply what I have learned.
With the end of the leadership team transition in 13 districts and cities across the province, how to strengthen the construction of local leadership teams and cadres after the transition has become the primary issue in front of us. The branch of my department specifically conducts research on this issue, and the first step in solving the problem is to strengthen the daily understanding of the leadership cadres after the transition.
In "On the Self Revolution of the Party," it is mentioned that "when using people properly, the first step is to know them. If you don't know them deeply and don't know them well, it often leads to improper and incorrect use of people.". How to know and recognize people?
I understand that to recognize people, one needs to be close to them. As the saying goes, "to know the nature of a fish near water and the sound of birds near mountains," only by "drawing" up close can one obtain the "truth" of cadres. In the research, I have three thoughts on "close contact with cadres":
One is the physical proximity between people. If the physical distance is not close, it is like a camera taking a photo without zooming in, unable to see details, and unable to distinguish authenticity. And proximity is also mutual, and organizational departments and cadres need to go both ways.
As soon as you go down, come to your side. How can cadres see each other and sink to the front line; If cadres rush to work at the grassroots level, the organization must go to the grassroots to see. We need to change from "waiting for someone to come to our door" to "taking the initiative to come to our door". We need to come to the office, meeting site, and command line of cadres to understand their thoughts, words, and actions.
Please come up and sit in front of me. The Organization Department is the home of cadres, and it is necessary to increase the sense of belonging of cadres to "often go home and see". Regularly utilizing opportunities such as meetings, training and learning, and communication with officials in Ning, actively inviting them to come and exchange ideas.
The second is the psychological closeness between hearts. The human heart is the greatest politics. Behind the names in the cadre plan are the hearts of the people. Close contact not only requires entering the "threshold" of cadres, but also entering the "heart" of cadres.
On the one hand, engage in heart to heart conversations. General Secretary once pointed out, "Frequently conducting comrade style heart to heart talks with cadres, pointing out shortcomings and providing encouragement and encouragement, is a good tradition that should be maintained and carried forward." Open and honest heart to heart talks can not only allow organizational departments to hear more real voices and live situations, but also help eliminate ideological knots among cadres.
On the other hand, to offer care and comfort to warm the heart. For cadres, a thousand incentives and ten thousand incentives are better than organizational care. When there are difficulties in work, urgent matters at home, or physical and mental illnesses, even a phone call or text message will make cadres feel even more excited and relieved.
The third is the narrowing of multidimensional distances between people and things. I found in my research that identifying people and knowing things is also limited by three dimensions:
Firstly, due to time constraints, the situation of cadres before taking up their current positions can sometimes only be glimpsed from previous inspection materials and archives, and the "old voices" cannot be heard up close;
Secondly, due to geographical limitations, local people often talk about local affairs and get to know officials, often boasting about themselves and not necessarily hearing the true voice up close;
The third limitation is interpersonal relationships. Understanding cadres is mainly within the "eight hour" work circle composed of unit leaders and colleagues, and little is known about "beyond eight hours". It is also difficult to "listen to the whole tone" up close.
In the research, we collaborated with the city and county organizational departments to explore and form some distinctive practices for daily understanding of cadres, such as "post resignation evaluation", "superior department evaluation", and "insider introduction". The exploration and practice of these methods can provide more comprehensive "portrait" materials for organizational departments to have close contact with cadres, and also enable them to accumulate more solid analytical confidence in "speaking for cadres".
