"THE OFFICER OF OFFICERS" - A WORTH RECOGNITION
Colonel DUONG DUC THAC
Deputy Head of Political Department
President Ho Chi Minh Mausoleum High Command
After a few days since returning to my unit for a new position in October 1981, the Activity Organizing Committee held a meeting attended by Comrade Luong Soan, Deputy Secretary of the Party Committee and Commander. Before delving into the main content of the meeting, Comrade Nguyen Dinh Minh, the Head of the Committee, read out the decision from the Ministry of National Defense appointing me as the Head of the Personnel Committee, replacing the previous comrade. Subsequently, Comrade Minh introduced Comrade Luong Soan to deliver a speech, assigning tasks to me and encouraging the members of the committee.
With the warm and rustic tone of someone from Quang Nam, Comrade Luong Soan emphasized, "The Personnel Committee must truly be a reliable place for officers in the unit to entrust their feelings and trust. Each member of the Personnel Committee must genuinely deserve to be the officer among officers."
After Comrade Minh retired, the After a few days since returning to my unit for a new position in October 1981, the Activity Organizing Committee was left with three members: Nguyen Bac Son, Doan Duc Xuan, and myself. In my new position, I conducted field research, engaged in learning, carried out tasks, and received task handovers. Together with the committee members, we continued researching, supplementing, and completing the personnel planning report and work plan of the unit to be submitted to the Personnel Bureau on time.
The workload was substantial, and the time for completion was tight. Just stepping into the role of the Head of the Personnel Committee, I couldn't help but be anxious because "the beginning is always difficult." I worried whether the committee members could meet the planned deadlines and maintain the quality of their work. Numerous thoughts and concerns about the work lingered in my mind day and night.
All those concerns seemed to intensify as the time for reporting to the Standing Committee approached. It was on a midweek day in January 1982. That morning, I woke up earlier than usual to prepare thoroughly for the remaining tasks. I took the opportunity to carefully read through my report to prevent any "hiccups" during the presentation.
The Standing Committee meeting included comrades Nguyen Hong Quang - Party Secretary, Luong Soan - Deputy Party Secretary, Nguyen Van Tuong - Standing Committee member.
My report covered personnel planning and the personnel work plan for 1982. Despite thorough preparations by committee members, for some reason, I still felt nervous during the presentation. However, with the encouragement and support of the Standing Committee members, I presented the Personnel Committee's report smoothly. I was genuinely pleased after hearing all three Standing Committee members express agreement with the report's content. They believed it was a high-quality report, both fundamental and focused. The report adhered to the key points outlined in the resolution of the higher authorities regarding the practical situation of personnel work in the unit.
Following a general evaluation and discussion, the Standing Committee spent considerable time discussing criteria comprehensively, focusing on the political and revolutionary ethics qualities of the officer corps, cognitive capacity, organizational advisory capacity, professional competence, knowledge, and age. The Standing Committee emphasized the need to prioritize both qualities and capabilities, with a fundamental focus on political and revolutionary ethics as the foundation.
After thoughtful consideration, Comrade Luong Soan, Deputy Party Secretary and Commander, emphasized the phrase "building a personnel team that is both 'red' and 'competent.'" He pointed out that to achieve this, the central task, first and foremost, was to concentrate on building a leadership and command officer team from the level of the High Command to the grassroots that is genuinely 'red' and 'competent.'
I resonated deeply with Comrade Luong Soan's profound opinions. I understood that, from small to large tasks, superiors should always set an example for subordinates. The leadership should set an example for the deputy, party members should set an example for the masses, officers should set an example for non-commissioned officers and soldiers. The exemplary behavior of superiors always serves as an unspoken command for subordinates to learn and follow. I consistently observed that the Commander was a determined and steadfast leader, wholeheartedly devoted to his work, always fully committed to the task of building a clean and strong Party unit, constructing a comprehensive and strong unit with high combat capability, and always dedicated to the mission of building a personnel team that is both 'red' and 'competent,' as instructed by Uncle Ho.
In the assessment and discussion of personnel planning, the Standing Committee expressed concern that the previous practice often involved promoting deputy officers to replace their superiors. While this approach had its advantages, such as saving time for the newly appointed officer to understand the tasks and unit conditions, it also had drawbacks. It could foster a mindset of "Living long, rising in the ranks," a mentality of "waiting," and sometimes, it could lead to a bias towards "policy" during planning, resulting in individuals being appointed to higher positions without meeting the required qualifications and lacking the trust of the people.
To address these issues, the Standing Committee urged Party Committees at all levels and relevant management agencies to study a more systematic and comprehensive approach to personnel planning. This approach could include sequential and non-sequential methods along the same line, bypassing levels both along and across the line, and horizontal planning at the same level.
Comrade Nguyen Hong Quang, Party Secretary, emphasized in his speech: "We must avoid situations where planning only prepares one person to serve in two or three positions. We should not prepare one person to replace one position." Doing so could lead to a shortage of personnel in the workforce.
In his remarks, Comrade Nguyen Van Tuong, Standing Committee member, highlighted the importance of focusing on arranging and organizing personnel correctly, matching the right person with the right job, at the right time, in the right position, with the right expertise, and the right title, industry, and profession. Taking into account the opinions of the Standing Committee, we, the personnel work officials, gained new and profound experiences and thoughts in our work. Experience has shown that, typically, officers go through various phases, and during the period when officers are at their best, the organization needs to grasp and accurately evaluate officers to timely assign tasks to them. Officers with limited capacity, credibility, and trustworthiness should have their roles re-evaluated, and they should not be assigned to assume the significant responsibilities of the unit. Doing so ensures objectivity, fairness, and honesty in personnel work.
As I write down these profound memories today, it's like reliving the most beautiful moments of the past 25 years (from October 1981 to May 2006). The good feelings, guidance, opinions, thoughts, and discussions of the Standing Committee on personnel planning and work plan that day still resonate deeply within me, bringing back countless unforgettable and beautiful memories.
BUILDING PARTY BASE STRUCTURE 1981-1989
Colonel DUONG VAN VIEN
Former Deputy Head of Political Department
President Ho Chi Minh Mausoleum High Command
In the winter of 1980, I received orders from the Ministry of National Defense to transfer to Unit 969 for duty, coming from the Cao Me Lai mountainous region on the Cambodia-Thailand border. With my backpack, I headed to the Political Department of Military Region 7, where I met Colonel Tam Hoa, the Head of Political Department of the Military Region. Curious, I asked, "Dear sir, what is Unit 969?"
Comrade Tam Hoa smiled and replied, "Comrade Vien, it is an honor for you to be reassigned to Unit 969, which is responsible for safeguarding President Ho Chi Minh Mausoleum."
Hearing this, I felt a surge of joy and excitement. After participating in the "Traversing the Truong Son Trail to save the Nation" campaign and spending 14 years in the Southern battlefield and international missions in Cambodia, returning to serve as a close guardian protecting the beloved President Ho Chi Minh Mausoleum was a reward beyond measure.
Reflecting on the past, during my local assignment as a member of the second National Assembly, I had the privilege of meeting President Ho Chi Minh eleven times. The most memorable moments were capturing photographs with him twice and engaging in a conversation once. In 1960, during the Third National Party Congress, I was invited by the Central Party Committee to attend. In the morning of the congress's opening day, during the break, I heard President Ho speaking to people outside the corridor. I tried to squeeze in to stand closer, wanting to hear him better and see him more clearly. After conversing with Comrade Nguyen Lam, the First Secretary of the Central Youth Union, President Ho said, "Comrade Lam, choose a young boy and a young girl, preferably a worker or a peasant, to take a photo with me." Unexpectedly, I, at the age of 25, was chosen along with Sister Len, a worker at the Hai Phong Cement Plant, to take a photo with President Ho.
Assigned to work in Unit 969, I was given the task of leading the Organizing Committee. Drawing upon my accumulated experience in party work and political affairs over the years, I understood the crucial role of organizing in building the Party, particularly at the grassroots level.
In the years 1980-1981, the unit's organization was further perfected. The Ministry of National Defense deemed the placement of the President Ho Chi Minh Mausoleum High Command within the structure of the Army Corps 32 impractical, leading to the decision to make the unit directly subordinate to the Ministry. The organizational structure of the President Ho Chi Minh Mausoleum High Command included various offices, units, and sub-committees. However, the Party Committee of Unit 969 remained at two levels: the Party Committee of Unit 969 (equivalent to the High Command level) and the inter-divisional Party committees of various agencies and units. This party organizational system did not fully exert its leadership strength, command authority, proactive decision-making, and responsibility at the division, brigade, and subordinate unit levels.
Based on the Party Charter of the IV Congress of the Communist Party of Vietnam and the specific situation of the Party organization and units engaged in special political tasks, I, along with my comrades in the Organizing Committee, provided advice to the Political Department to report to the Standing Party Committee of Unit 969, the Chief of the High Command, and seek guidance and instructions from the Department of Organization - General Political Department on the plan to strengthen the Party's grassroots organizational system.
With the approval of higher authorities, the Standing Party Committee outlined specific plans for each step, from establishment to expansion. Every division and platoon established party cells, and departments and Institute 69 formed grassroots party committees, with each committee consisting of 4 to 6 cells and electing a party committee (comprising 5 members, including a secretary and a deputy secretary). The cells of the Cadre Board operated within the Party Committee of the Political Department; the cells of the Foreign Affairs Board operated within the Party Committee of the Office; the cells of the Finance Board operated within the Party Committee of the Logistics Department. Each platoon formed a grassroots party committee, with each committee consisting of 5 to 6 cells and electing a party committee (with 5 to 7 members, including a secretary and a deputy secretary). The K84 Team (now the Unit 285) established a grassroots cell directly subordinate to the Party Committee of Unit 969.
Simultaneously with consolidation, the focus was on concretizing the criteria for building a strong and clean grassroots party organization, closely aligned with the practical requirements of the Party committee. This involved consistently conducting effective political education, ideological training, and the management and development of party members. Party committees at all levels and political agencies consistently engage in educating cadres and party members to foster a deep understanding of the Party's guidelines, policies, State laws, and the political tasks of the unit. Party cells are tasked with stringent management of every party member, encompassing political beliefs, ideologies, actions, behavior, and lifestyle. Special attention is given to overseeing party members holding leadership roles at all levels, ensuring their political awareness, moral character, leadership, and command capabilities are in line with expectations. Simultaneously, there is a focus on managing party members who may exhibit disciplinary violations or demonstrate limited capacity.
Focusing on unit leadership, it is crucial for agencies to consistently excel in fulfilling political tasks, serving as a gauge for evaluating the competence and leadership outcomes of each party unit and branch. Based on their position, function, and duties, each party committee and branch must clearly define goals and leadership measures for each month, quarter, and year, highlighting key focal points and tasks. Simultaneously, they should provide guidance and decisively address any existing shortcomings or deficiencies within their respective units and agencies.
Maintaining strict adherence to organizational activities, there should be continuous improvements to enhance the quality of party committee and branch activities. Leadership, combativeness, and educational values must be evident during these activities. Every six months and annually, a review should be conducted, summarizing leadership work and organizing feedback from the public regarding the party organization and its members.
For the cadre team and party members, the emphasis should be on striving for self-improvement according to four standards: maintaining steadfast ideological convictions, being unwaveringly loyal to the Party, the homeland, and the long-term safety of President Ho Chi Minh's body, possessing moral integrity and a wholesome lifestyle, being ready to accept and excel in tasks, actively engaging in collaborative learning to enhance political, military, professional, scientific, and technical knowledge, and effectively carrying out public mobilization efforts.
The Party Committee's emphasis was on developing the Party, especially in units with low leadership ratios (approximately 10%). Local Party committees devised plans for party development each year, each quarter, and each cell. Party recruitment relied on the Youth Union organization, selecting outstanding union members among professional soldiers, defense industry workers, production team leaders, and excellent soldiers. Annually, the Political Department opened a class to educate the masses about the Party, identifying those motivated to join.
Taking care of leadership among the masses, particularly in building and reinforcing the Youth Union organization, educating ideals, and instilling revolutionary traditions in the younger generation, had strategic significance for the nation and the unit.
The efforts to strengthen and improve the organizational system of the party at the grassroots level, along with enhancing the leadership methods of party committees at all levels within the Unit 969 Party Committee from 1981 to 1989, were deemed appropriate for the unit's unique mission. The evaluations of leaders, commanders, and the entire Party Committee affirmed its rationality, contributing to the enhancement of combat effectiveness, leadership capabilities, authority, and tasks of the Party committees at all levels. It also increased the quantity and quality of party members, allowing them to play a role in participating in Party building and excellently fulfilling the political tasks of the President Ho Chi Minh Mausoleum High Command.
