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Supporting each other ensures a series of great performances； Undermine each other, and together you will fail. Qian Zhongshu’s novel \"Fortress Besieged\" uses a vivid metaphor for the principal and deputy positions: if the principal position is compared to the wife of a wealthy family in the past, then the deputy position is akin to a concubine. One wife is allowed, but there is no limit to the number of concubines. The treatment of a wife and concubines is naturally different; otherwise, there wouldn’t be so many concubines trying by every means to become legitimate wives. This vividly illustrates the \"similarities\" and \"differences\" between the principal position and the deputy position: they have different statuses, identities, powers, and benefits, but they both serve the \"master\" and are part of the same family. The principal and the deputy work under the same roof; they share common interests, but there are also frictions and conflicts between them. How can one perform well as both the principal and deputy position, and how should the relationship between them be managed? The principal position involves managing five aspects well: the first is managing the approach. Thoughts determine the path. In essence, the responsibilities of a leader are twofold: to come up with ideas and to make use of capable officials. ”““Providing ideas” means coming up with strategies and making decisions, which are the main responsibilities of the top leader. When making decisions, it is essential to fully leverage **collective wisdom, draw on the strengths of others, and listen to constructive opinions, in order to avoid individual arbitrariness and weakness. To make scientific decisions, it is necessary to avoid acting on impulse, relying on assumptions, or making subjective judgments. Second is managing cadres. Managing cadres involves the training, selection, appointment, and recommendation of cadres. “Once the route is determined, the cadres become the decisive factor. ”The ability to select and make good use of people is crucial not only for development but also for avoiding problems within the organization. (1) When training cadres, it is necessary to build on strengths while addressing weaknesses. “Everyone has their strengths and weaknesses; no one is perfect. When developing cadres, it is necessary not only to enhance their strengths but also to address their weaknesses. This is more conducive to the all-round development of the cadres themselves. (2) When using cadres, one should make use of their strengths and avoid their weaknesses. Chen Yun once said, “In the team, there is no one who cannot be used.” ”Therefore, those who make good use of things have no waste, and those who make good use of people have no useless ones. Emperor Taizong of Tang once said: Everyone has their own strengths. When a gentleman employs people, it is like using utensils – putting those with great abilities to use for important tasks, and those with lesser abilities for less critical tasks, making use of each person’s strengths. (3) When selecting cadres, it is necessary to leverage strengths and tolerate weaknesses. No gold is pure, and no one is perfect; when selecting and employing people, one should consider their core qualities, essential nature, and potential. Focus on their major strengths rather than minor faults, and value integrity over perfection. It is necessary to recruit talent regardless of conventional standards, rather than expecting perfection from everyone. Identify and bring out the best cadres in the organization through selection. Zhuge Liang was overly demanding when it came to selecting talents, which resulted in the situation where \"there were no great generals in Shu, so Liao Hua had to take on the role of vanguard.\" (4) When recommending cadres, one should weigh the advantages and disadvantages carefully. Han Yu’s “On Horses” states: “Only when there are Bo Le in the world can there be horses capable of traveling a thousand li.” There are many fine horses, but not many people who can recognize their worth. ”It is necessary to adopt an open perspective on talent, overcome parochialism, not suppress or hold back outstanding individuals but actively recommend them for promotion. At the same time, their shortcomings and deficiencies should also be pointed out and explained in a proper and factual manner, so that higher authorities can understand them better and assign tasks based on their abilities. Third is the management system. The system includes both **legal laws and the internal rules and regulations of the organization. Systems are fundamental, comprehensive, stable, and long-term in nature. As the saying goes, \"Nothing can be accomplished without rules.\" To achieve good and orderly governance, sound and comprehensive systems are key. A second-rate system is better than first-rate talent. To use systems to manage power, funds, personnel, and affairs, those in leadership positions must take the lead in abiding by rules and laws; otherwise, if those at the top do not act properly, those below will follow suit. Comrade Xiaoping pointed out: “A good system can prevent bad people from acting arbitrarily, while a poor system can prevent good people from doing good deeds to the fullest extent, even causing them to go astray.” ” Fourth is managing finances. For a unit, whether it achieves results depends on its strategies, while whether it encounters problems lies in its finance. Managing finance in a leadership role does not mean handling specific fund approvals; rather, it involves setting overall guidelines to ensure operational continuity, stability, and growth, as well as to guarantee that financial transactions are carried out in compliance with regulations, so as to avoid any problems. Fifth is to manage oneself. “One must first rectify oneself before correcting others. ”A leader must first cultivate themselves before they can bring peace to others. The first is to have a sense of responsibility. Taking responsibility is a duty, a part of one’s character; it requires the courage to shoulder one’s duties with a spirit akin to that of saying, \"If I won’t go to hell, then who will?\" The second is to have a broad mind. In the face of merits and demerits, one should have the grace to take credit for successes and accept blame for failures, using one’s personal charisma to enhance the cohesion and unity of the entire team. Thirdly, one must have a certain realm of understanding. To stand high, one must see far. With a broad perspective and an open mind, one possesses the generosity to accommodate others, as if a general’s forehead is large enough for a horse to run on, and a prime minister’s belly is big enough to hold a boat. Fourth, one must have integrity. Being honest, fair, and selfless means not only keeping one’s own mouth and feet under control, but also taking care of those around one, always setting an example for others. Practice has shown that to ruin a unit, often just one or a few people are enough ； To run a unit well, it is essential for the principal and deputy positions to work closely together, for staff and members to assist one another, and for everyone to work with unity of purpose. The five requirements for deputy positions: First, do not overstep boundaries in decision-making. When it comes to making decisions, deputy officials can actively offer suggestions and provide guidance, but they must never try to show off or act presumptuously. Second, ensure proper implementation without any gaps. Once a resolution is adopted, regardless of one’s opinion on it, the deputy must implement it without hesitation, and must not let personal preferences or emotions affect its execution. Often, those in leading positions consider issues from an overall perspective and plan for the long term ； While deputy positions are often considered from the perspective of the work they are in charge of. Therefore, deputy leaders should have an overall perspective, actively implement collective decisions, take initiative in assuming their responsibilities, and ensure that the tasks under their oversight are carried out effectively. Third, do one’s duties well. Each deputy has their own area of responsibility; it is necessary to clarify which tasks are one’s own and which belong to others, as well as what should be planted in one’s own area. One must not cultivate someone else’s land and let one’s own crops wither, nor plant beans when wheat should be planted. At the same time, one must also have a sense of stepping in to fill gaps; when the person in charge gives orders, colleagues ask for help, the public needs assistance, or an emergency arises, one should step forward and take action promptly to fill those gaps. Fourth, act as a good advisor and assistant to the principal official. Deputy positions require a sense of the bigger picture, teamwork spirit, and a mindset of collaboration and shared success. In work, one should not only clear the snow from in front of one’s own door while ignoring the frost on others’ roofs. A unit or department often experiences shared success and shared failure. Only by working together and doing each task well can this organization thrive and prosper. Just as dark clouds cover the sunlight, no living being can escape from their shadow. At the same time, deputy leaders should have an overall perspective and provide effective advice. Regarding major issues that have a significant impact on the overall situation, it is necessary to proceed based on reality, conduct thorough research, and offer suggestions and evidence to support the decisions of those in leadership positions. Regarding the new situations and problems that arise in the implementation of decisions, it is necessary to remain clear-headed and handle them properly. If it is found that there are indeed deviations from the decisions, these should be reported promptly to the person in charge and the leadership team, along with proposed solutions, in order to minimize losses. Fifth is to coordinate relationships across all aspects. When coordinating relationships with various parties, a deputy should maintain a straight line vertically and a broad scope horizontally. Regarding superiors, it is necessary to resolutely implement various policies and guidelines set by the relevant departments, carry out proper centralized management, and address any complex issues through timely communication and coordination. With peers, one should show respect without arrogance, trust without suspicion, offer support rather than undermining, and divide tasks without creating separation. Be honest with one another, deepen understanding, maintain regular communication, work together in a coordinated manner as a unified whole. With subordinates, one should treat them fairly and sincerely, enhance affinity, improve execution ability, and strengthen cohesion. It is necessary to strengthen supervision and be bold in holding people accountable, while also showing care and concern for subordinates. For the difficulties and problems encountered at work, it is necessary to step in promptly to coordinate and resolve them. Getting things done and achieving results depends on the leadership and guidance of cadres. If the relationship between the chief and deputy in a unit is not handled properly, it not only affects unity and leads to internal strife, but it also causes subordinates to form factions and engage in division, thereby delaying work. Work is done by everyone, and achievements are achieved through the efforts of all. Only when the principal and deputy leaders work together in unity and strive together can they lead everyone to create a new situation in their work, achieving a win-win outcome for both the organization’s progress and the individual growth of its members.