How to Handle “Young Cadres Wrongfully Accused Due to Inappropriate Remarks”? Local Discipline Inspection Leaders Speak Out
“Younger cadres are full of vigor, but sometimes they might be falsely accused or reported due to an inappropriate remark. As long as they are dedicated to the public good and seek no personal gain, we must promptly clarify and restore the reputation of young cadres who have been wrongfully accused or reported…” According to a report from the Organization Department of the Shaodong Municipal Committee in Hunan, on December 17, Shaodong held a meeting to promote the selection and training of young cadres, where representatives from the youth training class, young cadres, and relevant units exchanged speeches. Among them, Wang Bin, Deputy Secretary of the Shaodong Discipline Inspection Commission and Deputy Director of the Municipal Supervisory Commission, discussed three “degrees” concerning the selection and training of young cadres.
Wang Bin stated that the first “degree” is “height,” which refers to raising the level of selecting and training young cadres. Young cadres are the hope and driving force of the Party and the country’s development. The proper selection and training of young cadres concern the long-term development of the economy and society, especially in response to current issues like youth corruption, the “35-year-old phenomenon” of corruption, and early missteps. The disciplinary inspection and supervision authorities must elevate the selection and training of young cadres to a political height and place it in a prominent position. Emphasis should be placed on education, supervision, and management of young cadres, based on three considerations:
First, young cadres’ worldview has not yet been solidified. A review of recent typical cases of young cadres violating regulations shows that many indulge in hedonism, vanity, and social comparison, even willing to break the law. For example, some have accepted bribes for cosmetic surgery, misappropriated public funds to pay online debts, or diverted public welfare funds to buy luxury goods or tip online influencers. These reflect a distorted worldview, leading some young cadres astray.
Second, young cadres’ political steadfastness is lacking. Especially now, more young cadres go directly from school to government roles, becoming public servants right after graduation. Their practical experience and party discipline training are insufficient, especially in positions where power and funds are concentrated, like construction projects and resource transactions. Young cadres in these roles may be easily tempted by alluring traps, becoming “kites with their strings cut.”
Third, making sure young cadres get their “first button” right is crucial. Strengthening education, supervision, and management of the cadre team should start from the source. Therefore, once young cadres are selected, they should be properly trained and managed. The more focused the training, the stricter the management should be, and high-potential candidates should be held to stringent standards. We should guide young cadres to ensure they grasp the importance of integrity in governance, avoiding the “golden period” of their growth turning into a “danger period,” maintaining a steady flow of clean talent in the cadre system, which will make the whole cadre selection and training much more effective.
The second “degree” is “strength,” which means increasing the rigor in selecting and training young cadres. Wang Bin believes that the strict education and management of cadres by the discipline inspection and supervisory authorities may seem harsh at first glance, but in reality, strict management is the greatest form of care for cadres. Supervision is also the best protection for them—it’s better to “sweat” than to “make mistakes,” and “pulling sleeves” is far better than wearing handcuffs. Thus, we must integrate strict supervision and management throughout the entire process of selecting and training young cadres, using strict measures to clarify directions, establish rules, correct the style, and build resilience, enabling young cadres to adapt to and function well under rigorous management.
Specifically, there are three aspects:
First, rigorous education. We need to strengthen the daily education of young cadres through typical cases and warning education to guide them in establishing a correct worldview and understanding of power, profession, and interests. Continuous party discipline education should address young cadres’ lack of understanding and awareness of party rules, ensuring that compliance consciousness takes root and produces visible effects.
Second, strict management. With more young cadres stepping into leadership positions, we must consistently strengthen the supervision of the democratic centralism and decision-making mechanisms to further improve the distribution and operational constraints of power. This will help young cadres enhance their awareness of integrity, risk, and minimum standards, ensuring they wield power fairly and responsibly while adhering to strict self-discipline.
Third, strict supervision. We must maintain a strict tone, measures, and atmosphere, making no retreat or concession in enforcing discipline. We must particularly strengthen the supervision and management of young cadres outside of working hours, carry out thorough daily monitoring, intensify efforts in investigating cases, and using interviews to stay informed about their psychological dynamics, urging them to respect the law and maintain integrity.
The third “degree” is “temperature,” which refers to fostering a supportive environment for the selection and training of young cadres. Wang Bin noted that good cadres come from strict supervision and management, as well as sincere concern for their growth. When cadres fulfill their responsibilities for the business, the organization should support and motivate them. Therefore, while we impose strict regulations and maintain oversight, we should also be adept at making allowances for errors, thereby consolidating the strong vitality of “I love Shaodong” and the positive energy of encouragement to create an atmosphere where young cadres are willing to take initiative and work diligently.
Specifically, there are three areas to focus on:
First, support young cadres who are willing to take responsibility. Many young cadres have strong ambitions and responsibilities and want to achieve results in their work; however, they may occasionally make mistakes due to a lack of experience. Therefore, how we support these young cadres with accountability also tests our dedication and policy skills as discipline inspectors. For these young cadres, we must carefully implement the requirement to “differentiate” instances, accurately grasp policies, and, for eligible situations, boldly offer forgiveness and exemption from blame, allowing responsible young cadres to stand tall.
Second, restore the reputation of young cadres who have been falsely accused. Young cadres are sometimes impulsive and may face wrongful accusations due to a single inappropriate comment. As long as they are committed to the public good and have no personal agenda, we must promptly clarify their names, and for those who falsely accuse, we should firmly investigate and handle them according to the law. We must take decisive action against the behavior of false accusations to promote a culture of integrity and ensure that young cadres who take the lead and contribute do not suffer unjustly.
Third, reduce the burden on young cadres who are constrained. At the grassroots level, particularly in townships, formalistic practices such as excessive paperwork and data reporting are hard to eradicate. These burdens take away significant effort from young cadres, who are often the ones most affected. Therefore, addressing the issues created by formalism at the grassroots level means helping young cadres free themselves from excessive administrative work, allowing them more time and energy to focus on meaningful contributions and development.
According to a report from the Shaodong Media Center, that day, Li Guojun, Secretary of the Shaodong Municipal Committee, attended the “Love Shaodong · Youth Leading” meeting promoting the selection and training of young cadres. He emphasized that young cadres must be loyal to the Party, to the people, and to the Party’s cause, always remembering “who am I,” “for whom,” and “relying on whom.” They should effectively communicate the Party’s voice, decisions, and original intentions across all sectors, firmly grounding their work. Additionally, young cadres should enhance their professional competence through improving their knowledge structure, gaining practical experience, and summarizing lessons learned. They must strive to ensure no backlog of cases, achieve clarity in tackling key and challenging tasks, and become strong executors and enablers. Moreover, they should adopt learning as a lifestyle, continuously engage with diverse sources of knowledge, and commit to reflection and self-discipline, establishing a correct view of power, status, and interests while ensuring that power is used for the people and benefits are sought for the public good.
