Daniel P. Driscoll

And that did exist.

And so I think I am –

both incredibly grateful and incredibly humbled to get to experience and lead and be in this space with these amazing people, while at the same time, under the leadership of Secretary Hegseth, laser-focused on any place there is rot.

There is no time to let them remain in that job.

We have got to either, to your point, kick them back out to the formation, see if they can learn what it's like to actually lead soldiers and be uncomfortable, or kick them the fuck out of the Army, because we don't have time with the threats worldwide to allow ourselves to continue to be just, in some instances, mediocre.

We have got to be excellent.

We've got to empower people to go do what soldiers do best.

And when you get a good E9, when you get a good Sergeant Major, you can feel it.

I was visiting a unit at—

I think it was in Hawaii.

We were with the 25th.

And this sergeant major, I mean, everywhere we went, he is walking out into the parking lot to pick up trash.

He noticed that our security vehicles were blocking traffic.

He peels off immediately.

He directs traffic for 20 minutes.

I mean, he is the definition of a servant leader.

And so we have these amazing gems of leaders, and we just—I owe them, and Secretary of HEGSETH owes them, and the president—

has empowered us to act on giving them the best colleagues they can possibly have.

I think you model the right behavior.

And so, again, a strength and a weakness of our system, just our political model is you have these pretty big swings right now between political parties, which is because of the will of the voters.