Chen Hexiang: The "Backbone" Is a Distinct Footnote to a Correct Concept of Political Achievement
One’s outlook on performance evaluation is a mirror; it not only reflects a leading official’s cultivation of Party spirit but, more importantly, determines their standing in the eyes of the masses. General Secretary Xi Jinping has profoundly noted: "When facing difficulties in work, one must possess the drive to 'charge toward the mountain despite knowing tigers are there' [1], actively seeking specific countermeasures to overcome hardships. One must be willing to put everything on the line and step up to the plate, truly becoming the backbone [2] that leads the people to face risks and cross through difficult passes." The three characters for "backbone" (主心骨) carry immense weight. This status is not granted by an official rank, nor is it self-appointed; rather, it is forged through repeated tests of risk and challenge. Establishing and practicing a correct outlook on performance evaluation requires leading officials not merely to keep the shop [3] during calm seas, but to be trusted and relied upon by the masses when the winds are high and the waves are rough.
Being "willing to put everything on the line" depends on an enterprising spirit. When the masses regard a leading official as their backbone, they do not look at how high the person's rank is or how eloquent their proclamations are; instead, they look at whether the official dares to charge forward in the face of risk, whether they can hold the line against difficult problems, and whether they take to heart the urgent and difficult concerns of the masses. Putting oneself on the line at such critical moments is more persuasive than any public statement. In reality, a small number of leading officials harbor the mentality that "as long as no trouble occurs, I would rather do nothing," bypassing difficult problems and sidestepping risks. In their view, "not making decisions" means avoiding decisional errors, "not doing things" means not doing things wrong, and "not sticking one's neck out" means avoiding being held accountable. This logic deviates from the core essence of a correct outlook on performance evaluation. If a locality’s development shows no improvement and the "urgent, difficult, and anxious" concerns [4] of the people go unaddressed, then the more "stable" such a "peace-time official" [5] sits in their position, the lower the level of trust from the masses becomes. As a backbone, one must stand forth at critical moments, daring to make the final call, being capable of deciding, and being willing to take responsibility to give the masses peace of mind. Genuine performance is never achieved by "guarding"; it is "forged" through tempestuous storms.
"Stepping up to the plate" relies on competence. Currently, the weight of tasks regarding reform, development, and stability, as well as the number of contradictions, risks, and challenges, are unprecedented. Merely having the courage to "charge toward the mountain despite knowing tigers are there" is insufficient; one must also possess the ability to recognize the "tiger" and the strategies to break the deadlock. True responsibility is not about acting blindly or reckless persistence; it requires deep investigation and research, substantive countermeasures, and precise solutions. The reason Jiao Yulu [6] was able to become the backbone of the people of Lankao was not because he shouted slogans, but because he endured physical illness to travel through more than 100 production brigades across the county, mapping out the true extent of the "three evils" [7] and producing specific governance methods, thereby becoming a model of "stepping up to the plate." Conversely, some leading officials do not lack a loud voice for proclamations, but they lack the footwork to go deep into the front lines; as a result, their "putting everything on the line" turns into "reckless action," and their "stepping up" becomes "adding to the mess." "Stepping up" is not a display of "the courage of a common man" [8], but relies on "real kung fu" developed by persisting over the long term.
Leading the masses is about gathering the hearts of the people. No matter how strong an individual is, they cannot surpass the strength of "wills united like a fortress." A backbone is by no means a "lone hero," but the core force that gathers the hearts of the people. The wisdom and strength of the masses are infinite. Only by descending to the front lines, sitting on the same bench as the masses, and truly listening, seeing, and asking, can one turn the "golden ideas" of the masses into "golden keys" for solving difficult problems. In reality, some leading officials misunderstand the role of the "backbone." Some try to handle everything alone, with the result that "officials are working while the masses are watching," failing to "twist into a single rope." Others are accustomed to barking orders, turning "leading" into "commanding," which the masses do not accept. To move the masses from "I am required to work" to "I want to work," the key lies in taking the lead. Shouting oneself hoarse is not as effective as rolling up one's sleeves; if leading officials charge at the front, the masses will naturally follow. What the masses want is not a "momentary hero" who flourishes and fades like a cactus flower [9], but a reliance that is "always present." Leading officials are leaders, but leading is not commanding, nor is it doing everything on behalf of others. Being "willing to put everything on the line" at critical moments is an act of responsibility; "bending down" during ordinary times is a matter of skill. A true backbone must be able to handle matters independently while also being able to pool collective strength, allowing the masses to see hope, receive tangible benefits, and "taste the sweetness." Only when the officials and the masses are of one heart can their "combined strength cut through gold." [10]
The hearts of the people are the greatest politics. That the masses regard leading officials as their backbone is a mark of trust, but even more so a heavy responsibility. "Being willing to put everything on the line and stepping up to the plate" are vivid footnotes to a correct outlook on performance evaluation. This requires long-term tempering of Party spirit and demands that leading officials always place the people in the highest position in their hearts, abandoning the ease of the "peace-time official" and the "petty calculations" of self-interest. They must not shirk in the face of responsibility, retreat before challenges, or hide from difficulties. Leading officials at all levels must put everything on the line to shoulder responsibility, step up to the plate to solve difficult problems, and bend down to gather the hearts of the people, truly becoming the backbone that the masses can trust, rely on, and cannot do without.