Every unit has middle-level cadres, who play the role of setter. A good setter can turn a dead ball into a live one; if the second setter is not in place, a good ball may turn into a stinky one. Obviously, to be a good middle-level cadre is very important for a unit to do a good job. To be a good middle-level cadre, we should deal with the following relations.

(1) The relationship between responsibility and power.

It is undoubtedly an honor and a certain power to hold an administrative post, but first of all, it is a responsibility. To be a good middle-level cadre, we should have a strong sense of responsibility. We should take the initiative, dare to take responsibility and be good at taking responsibility for the work we undertake. That is to say, we should seek our own government in our position. It's impossible to just want honor and power, not responsibility or fear of responsibility. At present, it is common for some middle-level cadres not to be responsible or afraid of responsibility. Firstly, they dare not touch contradictions and lack courage and ability to solve specific contradictions; secondly, they submit contradictions and do not want to or dare not deal with difficult problems; thirdly, they can do good things by themselves and push offensive things to others; fourthly, they have no long-term plans for their work and have innumerable minds. When a monk hits a clock in a day, some of them even just act as a monk does not hit a clock. Therefore, whether we can exercise our power correctly, whether we have a sense of responsibility and whether we have a strong sense of responsibility is the premise and ideological basis of being a good middle-level cadre.

(2) The relationship with the leadership of the unit.

The relationship between middle-level cadres and unit leaders is not only a comrade relationship, but also a work relationship. It is the basic quality requirement of middle-level cadres to deal with the comrade relationship and working relationship with the leaders of the units. Work relationship refers to the relationship between middle-level cadres and unit leaders in the work process, belonging to the leadership relationship between superiors and subordinates. In the process of work, the leader of a unit is the representative of the first-level organization. The respect and support for the leader of the unit reflects the organizational concept of the subordinates (middle-level cadres). Practice has proved that to be a good middle-level cadre, we must firmly establish the sense of obedience of lower-level cadres to higher-level cadres, which is absolutely not good for middle-level cadres. As we often hear an incorrect saying: "I don't wait on you!" "I don't listen to him!" It seems to be a bit of "bone", but in fact it lacks a minimum organizational concept. Comrade relationship refers to the relationship of equal status, consistent goals, mutual help and promotion in ideology and work. In the process of realizing common ideals, there are only differences in division of labor, and no differences between high and low. While adhering to the organizational principle of subordinating the lower level to the higher level, middle-level cadres maintain their independent personality and dignity. They can get along with the leaders of the unit with their comrades, learn from each other's strengths and complement each other's weaknesses. They can not only gain respect from the leaders of the unit, promote the relationship between the higher and the lower level, but also help to establish a good style of work and promote the healthy development of the work of the unit.

(3) The relationship between the work deployment of the recipient unit's leadership and the research work of the same unit's leadership.

　　接受领导工作部署与同领导一道研究工作是不同的，应该加以区分。接受领导部署的工作任务时，领导让你咋办你就应该咋办，错了，上级负责;作为下级，只能服从，不能说我不办，或者说我不能办，如果这样做，就是违反组织原则，这种人就不适合做中层干部。研究工作，是同领导一起商量问题，或者领导虽然有了一个基本想法，但是还没有最后拿定主意，还想听听下属的意见，特别是不同的意见。这时候，有什么想法都可以提，反对的意见也可以提。讨论定下来之后，有不同意见可以保留，但在行动上必须服从。定下来的事，不服从，另搞一套，就是违背组织原则。

　　(四)向单位领导请示工作与汇报工作的关系。

　　请示工作与汇报工作也有区别。请示工作，第一，要讲程序，先向直接分管的领导请示，不能越级，经分管领导同意也可再向上请示。第二，不能搞多头请示，特别是不能利用多头请示搞实用主义，因为那种做法最容易形成领导层的矛盾。甚至于造成不团结。第三、不能只讲问题不拿解决问题的办法。分管领导在听取下属(中层干部)请示工作时，不要急于表态，要反问请示工作的同志，你打算怎么办?如果请示工作的同志一时想不出办法，请他回去想好了办法再来。第四，中层干部中的副职请示工作，应先同正职商量，经正职同意后可以直接向分管领导请示，否则，不符合组织程序。汇报工作也应讲程序，但可以不那么严格，除向分管领导汇报这外，必要时可应向主要负责同导汇报，特殊情况下，甚至可以直接向主管领导汇报。但汇报与请示工作兼有时，必须先向分管领导汇报，然后再向主管领导汇报;汇报时，如主要领导提出了对部门工作的意见，汇报人必须及时向分管领导转达，以利于贯彻落实。

(5) The relationship between responsibility to superiors and responsibility to subordinates.

Responsibility to superiors is consistent with that to subordinates. Being only responsible to the superiors and not to the subordinates shows that it is not true to be responsible to the superiors, and that there is an individual attempt. If we are only responsible to the lower level and not to the higher level, then it is not true to be responsible to the lower level. It is to use the power of the masses to stand up against the higher level and achieve some personal purpose. These two tendencies occur from time to time in our work and should be corrected from the actual situation of our unit.

(6) The relationship between the meeting and the attendance, face to face and behind.

Medium-level cadres directly face the masses and have certain influence among them, which can also be said to be the first group. Whether a unit's leadership intention can be realized depends not only on whether the leadership intention is correct or not, whether it conforms to the actual situation of the unit, but also on the ideological style of middle-level cadres, and whether the middle-level cadres can achieve the consistency between the meeting and the meeting, face to face and behind the surface. It is often found that some middle-level cadres speak very well at meetings and in front of their leaders. Once they return to the departments and offices under their leadership and to the groups under their leadership, they consciously or unconsciously express or even spread dissatisfaction in one way or another. This is a very bad style of work in China. If it is not corrected, it will affect unity and work.

(7) Local and global relations.

Middle-level cadres must set up the overall concept, base themselves on their own duties and have the overall situation in mind. Some of the work is feasible in the overall view, but not in the partial view, and it must be done in the overall view, as well as in the partial view. This is called partial subordination to the overall situation, which is the concept of the overall situation. At the expense of local interests and subordinating to the overall interests, some people may have opinions, which may be incomprehensible for a moment. This requires middle-level cadres to do a good job in the ideological work of the masses, clarify the relationship between local and global interests, and clarify the consistency of the fundamental interests, long-term interests and the overall interests of the masses.

(8) The relationship between the original local implementation of the spirit of superiors and creative work.

As a middle-level cadre, it is wrong not to seriously implement the decisions of the superiors. It is proper to implement the decisions of the superiors locally, but not the best. The best thing is to create creative work and create a new situation for the work. To work creatively, we need to form a creative way of thinking and a spirit of daring to rush, dare to try and dare to be the first in the world. In order to form a creative way of thinking, we must master the basic theory of Marxism, learn to analyze and solve problems with the standpoint, viewpoint and method of Marxism, and establish and adhere to the ideological line of emancipating the mind and seeking truth from facts.

(9) The relationship between work and learning.

To be a good middle-level cadre, we should not only work hard, but also be good at learning. We should be good at learning from practice, from the masses and from books. To learn from practice is to be good at summing up practical experience. We should not only sum up successful experience, but also pay attention to summing up the lessons of failure. Learning from the masses means respecting the opinions of the masses, respecting the initiative of the masses and adhering to the working line of "coming from the masses and going to the masses". To learn from books is to cultivate good reading habits, combine with the actual work, what to learn, and constantly improve the basic theoretical level of Marxism and cultural knowledge level. Only those who are good at learning can be good at work; those who are not good at learning will not work; and those who are good at learning will work as well.