In recent years, with the increasing complexity and heavy burden of grassroots work, some higher-level departments or leaders often simply say "watch and do" when assigning tasks, which makes grassroots cadres feel more pressured and even sweat. This phenomenon has not only affected work efficiency, but also dampened the enthusiasm of grassroots cadres.
Look at the office" makes the grassroots cadres in the clouds. Major things are "watched and done", and difficult things are also "watched and done", and the leader said "watch and do", and I don't know how many grassroots cadres tremble. I know that the leader wants to promote the work, but what is on the lips is only accountability, and the grassroots cadres want to see what the leader wants, and sometimes they are helpless. The phrase "look at the office" seems to be a trust and delegation of power to grassroots cadres, but in fact, it often makes grassroots cadres feel at a loss. Because in many cases, grassroots cadres are not clear about the specific requirements and expectations of their superiors, and do not have enough information and resources to make the right decisions. Under such circumstances, grassroots cadres have no choice but to rely on their own experience and judgment to deal with problems, and they bear huge responsibilities and risks.
"Watching and doing" makes grassroots cadres feel abandoned. "Leaders know that there are many things that involve a lot and are easy to offend people cannot be easily stated. But if we are told to 'deal with it at our discretion', we will have to figure it out for a long time. What is the real intention of the leader? To do it or not to do it, what to do, to what extent, it's really like guessing a riddle. A person in charge of the ** office said that the key is that the leader did not treat it as "his own person", and he could not guess the leader's intentions, if you got the leader's intentions wrong and caused trouble, you could only watch others do it. Moreover, "watching and doing" is also easy to make grassroots cadres feel abandoned. They feel that they are not receiving enough support and guidance at work and are left to face various difficulties and challenges on their own. This feeling will cause psychological pressure on grassroots cadres and affect their work mood and work efficiency.
Explore effective mechanisms to solve the problem of "watching and doing". The mantra of some local leaders is "accountability," and when they hold meetings, they say at every turn that "the discipline inspection commission will intervene in the whole process" and "if they do not act, they will find a talk." In their mouths, "the discipline inspection commission will keep an eye on it" is often added to the phrase "the discipline inspection commission is watching." This is not a solution to the problem of grassroots cadres "watching and handling." To solve this problem, we need to establish a better communication mechanism and work process. When assigning tasks, higher-level departments or leaders should clarify specific information such as work objectives, requirements, and time nodes as much as possible, and provide necessary support and guidance for grassroots cadres. At the same time, grassroots cadres should also take the initiative to report to their superiors on the progress of their work and the problems they encounter, so that they can receive timely feedback and guidance from their superiors.
Only by strengthening the training and cultivation of grassroots cadres can we understand the "look at the work". Leading cadres pat themselves on the head have too many tricks, or they can only punish them negatively, and these are all situations that the grassroots are not happy to see. Continuing to strengthen study and having the confidence to put forward opinions in case of problems is a shortcoming that many grassroots cadres urgently need to make up. Through training and study, grassroots cadres can constantly improve their ability and quality and better meet the needs of their work. At the same time, higher-level departments or leaders should also provide more development opportunities and space for grassroots cadres, so that they can feel that their work is valuable.
"Watching and doing" should not become a burden for grassroots cadresThe essence of "watching and doing" is that some leading cadres are unwilling to take responsibility, are unwilling to act, and still less do not investigate and study, which reflects a rather stubborn bureaucratic mentality. Such leading cadres only want to reap the benefits of their merits, and do not want to leave any traces of their mistakes, and "take the blame for the work of their subordinates, and hand over the achievements to me." This has also contributed to the formalism of grassroots governance. We need to establish a more perfect communication mechanism and work process, and strengthen the training and cultivation of grassroots cadres, so that they can receive sufficient support and guidance in their work. Only in this way can we arouse the enthusiasm and creativity of grassroots cadres in their work and promote the smooth development of all work. (Secretarial Division).