Let us pay tribute to our great revolutionary forerunner, Dr. Sun Yat-sen!

We pay tribute to him for the intense struggle he waged in the preparatory period of our democratic revolution against the Chinese reformists, taking the clear-cut stand of a Chinese revolutionary democrat. In this struggle he was the standard-bearer of China's revolutionary democrats.

We pay tribute to him for the signal contribution he made in the period of the Revolution of 1911 when he led the people in overthrowing the monarchy and founding the republic.

We pay tribute to him for his signal contribution in developing the new Three People's Principles from the old Three People's Principles in the first period of co-operation between the Kuomintang and the Communist Party.

He bequeathed to us much that is useful in the sphere of political thought.

Save for a handful of reactionaries, the people of contemporary China are all successors in the revolutionary cause to which Dr. Sun Yat-sen dedicated himself. 

A leading group that is genuinely united and is linked with the masses can gradually be formed only in the process of mass struggle, and not in isolation from it. In the process of a great struggle, the composition of the leading group in most cases should not and cannot remain entirely unchanged throughout the initial, middle and final stages; the activists who come forward in the course of the struggle must constantly be promoted to replace those original members of the leading group who are inferior by comparison or who have degenerated.

Our concern should extend to non-Party cadres as well as to Party cadres. There are many capable people outside the Party whom we must not ignore. The duty of every Communist is to rid himself of aloofness and arrogance and to work well with non-Party cadres, give them sincere help, have a warm, comradely attitude towards them and enlist their initiative in the great cause of resisting Japan and reconstructing the nation.

We must know how to judge cadres. We must not confine our judgement to a short period or a single incident in a cadre's life, but should consider his life and work as a whole. This is the principal method of judging

We must, know how to use cadres well. In the final analysis, leadership involves two main responsibilities: to work out ideas, and to use cadres well. Such things as drawing up plans, making decisions, and giving orders and directives, are all in the category of "working out ideas". To put the ideas into practice, we must weld the cadres together and encourage them to go into action; this comes into the category of "using the cadres well".