SECRETARY OF WAR PETE HEGSETH: Mr. Chairman, the joint chiefs, generals, admirals, commanders, officers, senior enlisted, NCOs, enlisted and every member of our American military, good morning.
UNKNOWN: Morning.
SECRETARY OF WAR PETE HEGSETH: Good morning and welcome to the War Department because the era of the Department of Defense is over. You see, the motto of my first platoon was those who long for peace must prepare for war. This is, of course, not a new idea. This crowd knows that.
The origin dates to fourth century Rome and has been repeated ever since, including by our first commander in chief, George Washington, the first leader of the War Department. It captures a simple yet profound truth. To ensure peace, we must prepare for war.
From this moment forward, the only mission of the newly restored Department of War is this: warfighting, preparing for war and preparing to win, unrelenting and uncompromising in that pursuit not because we want war, no one here wants war, but it’s because we love peace. We love peace for our fellow citizens. They deserve peace, and they rightfully expect us to deliver.
Our number one job, of course, is to be strong so that we can prevent war in the first place. The president talks about it all the time. It’s called peace through strength. And as history teaches us, the only people who actually deserve peace are those who are willing to wage war to defend it.
That’s why pacifism is so naive and dangerous. It ignores human nature and it ignores human history. Either you protect your people and your sovereignty or you will be subservient to something or someone. It’s a truth as old as time.
And since waging war is so costly in blood and treasure, we owe our republic a military that will win any war we choose or any war that is thrust upon us. Should our enemies choose foolishly to challenge us, they will be crushed by the violence, precision and ferocity of the War Department. In other words, to our enemies, FAFO.
UNKNOWN: Fantastic.
SECRETARY OF WAR PETE HEGSETH: If necessary, our troops can translate that for you.
Another way to put it is peace through strength brought to you by the warrior ethos, and we are restoring both. As President Trump has said, and he’s right, we have the strongest, most powerful, most lethal and most prepared military on the planet. That is true, full stop. Nobody can touch us. It’s not even close.
This is true largely because of the historic investments that he made in his first term, and we will continue in this term. But it’s also true because of the leaders in this room and the incredible troops that you all lead. But the world, and as the chairman mentioned, our enemies get a vote. You feel it. I feel it.
This is a moment of urgency, mounting urgency. Enemies gather. Threats grow. There is no time for games. We must be prepared. If we’re going to prevent and avoid war, we must prepare now. We are the strength part of peace through strength, and either we’re ready to win or we are not.
You see, this urgent moment of course requires more troops, more munitions, more drones, more Patriots, more submarines, more B-21 bombers. It requires more innovation, more AI in everything and ahead of the curve, more cyber effects, more counter UAS, more space, more speed.
America is the strongest, but we need to get stronger and quickly. The time is now and the cause is urgent. The moment requires restoring and refocusing our defense industrial base, our shipbuilding industry and onshoring all critical components. It requires, as President Trump has done, getting our allies and partners to step up and share the burden.
America cannot do everything. The free world requires allies with real hard power, real military leadership and real military capabilities. The War Department is tackling and prioritizing all of these things, and I’ll be giving a speech next month that’ll showcase the speed, innovation and generational acquisition reforms we are undertaking urgently. Likewise, the nature of the threats we face in our hemisphere and in deterring China is another speech for another day coming soon.
This speech today – as I drink my coffee, this speech today is about people and it’s about culture. The topic today is about the nature of ourselves, because no plan, no program, no reform, no formation will ultimately succeed unless we have the right people and the right culture at the War Department.
If I’ve learned one core lesson in my eight months in this job, it’s that personnel is policy. Personnel is policy. The best way to take care of troops is to give them good leaders committed to the warfighting culture of the department, not perfect leaders, good leaders, competent, qualified, professional, agile, aggressive, innovative, risk-taking, apolitical, faithful to their oath and to the Constitution.
Eugene Sledge in his World War II memoir wrote, “War is brutish, inglorious, and a terrible waste. Combat leaves an indelible mark on those who are forced to endure it. The only redeeming factors are my comrades’ incredible bravery and their devotion to each other.”
In combat, there are thousands of variables, as I learned in Iraq and Afghanistan, and as so many of you did in so many more places. Leaders can only control about three of them. You control how well you’re trained, mostly how well you’re equipped, and the last variable is how well you lead. After that, you’re on your own.
Our warfighters are entitled to be led by the best and most capable leaders. That is who we need you all to be. Even then, in combat, even if you do everything right, you may still lose people because the enemy always gets a vote. We have a sacred duty to ensure that our warriors are led by the most capable and qualified combat leaders. This is one thing you and I can control, and we owe it to the force to deliver.
For too long, we have simply not done that. The military has been forced by foolish and reckless politicians to focus on the wrong things. In many ways, this speech is about fixing decades of decay, some of it obvious, some of it hidden, or as the chairman has put it, we are clearing out the debris, removing the distractions, clearing the way for leaders to be leaders. You might say we’re ending the war on warriors. I heard someone wrote a book about that.
For too long, we’ve promoted too many uniformed leaders for the wrong reasons, based on their race, based on gender quotas, based on historic so-called firsts. We’ve pretended that combat arms and non-combat arms are the same thing. We’ve weeded out so-called toxic leaders under the guise of double blind psychology assessments, promoting risk averse go along to get along conformists instead. You name it, the department did it.
Foolish and reckless political leaders set the wrong compass heading and we lost our way. We became the woke department. But not anymore. Right now, I’m looking out at a sea of Americans who made a choice when they were young men and young women to do something most Americans will not, to serve something greater than yourself, to fight for God and country, for freedom and the Constitution.
You made a choice to serve when others did not, and I commend you. You are truly the best of America. But this does not mean, and this goes for all of us, that our path to this auditorium on this day was a straight line, or that the conditions of the formations we lead are where we want them to be. You love your country and we love this uniform, which is why we must do better.
We just have to be honest. We have to say with our mouths what we see with our eyes, to just tell it like it is in plain English, to point out the obvious things right in front of us. That’s what leaders must do. We cannot go another day without directly addressing the plank in our own eye, without addressing the problems in our own commands and in our own formations.
This administration has done a great deal from day one to remove the social justice, politically correct, and toxic ideological garbage that had infected our department, to rip out the politics. No more identity months, DEI offices, dudes in dresses. No more climate change worship. No more division, distraction or gender delusions. No more debris.
As I’ve said before and will say again, we are done with that shit. I’ve made it my mission to uproot the obvious distractions that made us less capable and less lethal. That said, the War Department requires the next step.
Underneath the woke garbage is a deeper problem and a more important problem that we are fixing and fixing fast. Common sense is back at the White House, so making the necessary changes is actually pretty straightforward. President Trump expects it. And the litmus test for these changes is pretty simple.
Would I want my eldest son, who is 15 years old, eventually joining the types of formations that we are currently wielding? If in any way the answer to that is no, or even yes but, then we’re doing something wrong, because my son is no more important than any other American citizen who dons the cloth of our nation. He is no more important than your son, all precious souls made in the image and likeness of God.
Every parent deserves to know that their son or their daughter that joins our ranks is entering exactly the kind of unit that the secretary of war would want his son to join. Think of it as the Golden Rule test. Jesus said do unto others that which you would have done unto yourself. It’s the ultimate simplifying test of truth.
The new War Department golden rule is this: do unto your unit as you would have done unto your own child’s unit. Would you want him serving with fat or unfit or under trained troops or alongside people who can’t meet basic standards, or in a unit where standards were lowered so certain types of troops could make it in, in a unit where leaders were promoted for reasons other than merit, performance and warfighting? The answer is not just no, it’s hell no.
This means at the War Department first and foremost we must restore a ruthless, dispassionate and common sense application of standards. I don’t want my son serving alongside troops who are out of shape or in combat unit with females who can’t meet the same combat arms physical standards as men, or troops who are not fully proficient on their assigned weapons platform or task or under a leader who was the first but not the best. Standards must be uniform, gender neutral and high. If not, they’re not standards. They’re just suggestions, suggestions that get our sons and daughters killed.
When it comes to combat arms units, and there are many different stripes across our joint force, the era of politically correct, overly sensitive, don’t hurt anyone’s feelings leadership ends right now. At every level, either you can meet the standard, either you can do the job, either you are disciplined, fit and trained, or you are out.
And that’s why today at my direction – and this is the first of ten Department of War directives that are arriving at your commands as we speak and in your inbox. Today, at my direction, each service will ensure that every requirement for every combat MOS, for every designated combat arms position returns to the highest male standard only. Because this job is life or death. Standards must be met. And not just met. At every level, we should seek to exceed the standard, to push the envelope, to compete. It’s common sense and core to who we are and what we do. It should be in our DNA.
Today, at my direction, we are also adding a combat field test for combat arms units that must be executable in any environment at any time and with combat equipment. These tests, they’ll look familiar. They’ll resemble the Army Expert Physical Fitness Assessment or the Marine Corps Combat Fitness Test. I’m also directing that warfighters in combat jobs execute their service fitness test at a gender-neutral age normed male standard scored above 70 percent.
It all starts with physical fitness and appearance. If the secretary of war can do regular hard PT, so can every member of our joint force. Frankly, it’s tiring to look out at combat formations, or really any formation, and see fat troops. Likewise, it’s completely unacceptable to see fat generals and admirals in the halls of the Pentagon and leading commands around the country and the world. It’s a bad look. It is bad, and it’s not who we are.
So, whether you’re an airborne Ranger or a chairborne Ranger, a brand new private or a four star general, you need to meet the height and weight standards and pass your PT test. And as the chairman said, yes, there is no PT test. But today, at my direction, every member of the joint force at every rank is required to take a PT test twice a year, as well as meet height and weight requirements twice a year every year of service.
Also today, at my direction, every warrior across our joint force is required to do PT every duty day. It should be common sense, and most units do that already, but we’re codifying it. And we’re not talking, like, hot yoga and stretching, real hard PT and as – either as a unit or as an individual.
At every level, from the Joint Chiefs to everyone in this room to the youngest private, leaders set the standard. And so many of you do this already, active, guard and reserve. This also means grooming standards. No more beards, long hair, superficial individual expression. We’re going to cut our hair, shave our beards, and adhere to standards.
Because it’s like the broken windows theory in policing. It’s like you let the small stuff go, the big stuff eventually goes, so you have to address the small stuff. This is on duty, in the field and in the rear. If you want a beard, you can join Special Forces. If not, then shave.
We don’t have a military full of Nordic pagans. But unfortunately, we have had leaders who either refuse to call BS and enforce standards, or leaders who felt like they were not allowed to enforce standards. Both are unacceptable. And that’s why today, at my direction, the era of unprofessional appearance is over.
No more beardos. The era of rampant and ridiculous shaving profiles is done. Simply put, if you do not meet the male level physical standards for combat positions, cannot pass a PT test or don’t want to shave and look professional, it’s time for a new position or a new profession.
I sincerely appreciate the proactive efforts the secretaries have already taken in some of those areas – service secretaries. And these directives are intended to simply accelerate those efforts. On the topic of standards, allow me a few words to talk about toxic leaders.
Upholding and demanding high standards is not toxic. Enforcing high standards, not toxic leadership. Leading warfighters toward the goals of high, gender-neutral and uncompromising standards in order to forge a cohesive, formidable and lethal Department of War is not toxic. It is our duty consistent with our constitutional oath.
Real toxic leadership is endangering subordinates with low standards. Real toxic leadership is promoting people based on immutable characteristics or quotas instead of based on merit. Real toxic leadership is promoting destructive ideologies that are an anathema to the Constitution and the laws of nature and nature’s God, as Thomas Jefferson wrote in the Declaration of Independence.
The definition of toxic has been turned upside down, and we’re correcting that. That’s why today, at my direction we’re undertaking a full review of the department’s definitions of so-called toxic leadership, bullying and hazing, to empower leaders to enforce standards without fear of retribution or second guessing.
Of course, you can’t do, like, nasty bullying and hazing. We’re talking about words like bullying and hazing and toxic. They’ve been weaponized and bastardized inside our formations, undercutting commanders and NCOs. No more. Setting, achieving and maintaining high standards is what you all do. And if that makes me toxic, then so be it.
Second, today, at our direction, we’re ensuring that every service, every unit, every schoolhouse and every form of professional military education conduct an immediate review of their standards. Now, we’ve done this in many places already, but today it goes across the entire Department of War.
Any place where tried and true physical standards were altered, especially since 2015 when combat arms standards were changed to ensure females could qualify, must be returned to their original standard. Other standards have been manipulated to hit racial quotas as well, which is just as unacceptable. This too must end; merit only. The President talks about it all the time, merit-based.
Here are two basic frameworks I urge you to pursue in this process, standards I call – my staff’s heard all about them, the 1990 test and the E-6 test. The 1990 test is simple. What were the military standards in 1990? And if they have changed, tell me why. Was it a necessary change based on the evolving landscape of combat, or was the change due to a softening, weakening or gender-based pursuit of other priorities? 1990 seems to be as good a place to start as any.
And the E-6 test. Ask yourself does what you’re doing make the leadership, accountability and lethality efforts of an E-6 or, frankly, an O-3, does it make it easier or more complicated? Does the change empower staff sergeants, petty officers and tech sergeants to get back to basics? The answer should be a resounding yes. The E-6 test or O-3 test clarifies a lot, and it clarifies quickly.
Because war does not care if you’re a man or a woman. Neither does the enemy, nor does the weight of your rucksack, the size of an artillery round or the body weight of a casualty on the battlefield who must be carried. This – and I want to be very clear about this. This is not about preventing women from serving. We very much value the impact of female troops. Our female officers and NCOs are the absolute best in the world.
But when it comes to any job that requires physical power to perform in combat, those physical standards must be high and gender-neutral. If women can make it, excellent. If not, it is what it is. If that means no women qualify for some combat jobs, so be it. That is not the intent, but it could be the result. So be it. It will also mean that weak men won’t qualify because we’re not playing games. This is combat. This is life or death.
As we all know, this is you versus an enemy hell bent on killing you. To be an effective lethal fighting force, you must trust that the warrior alongside you in battle is capable, truly physically capable of doing what is necessary under fire. You know this is the only standard you would want for your kids and for your grandkids. Apply the War Department Golden Rule, the 1990 test and the E-6 test, and it’s really hard to go wrong.
Third, we are attacking and ending the walking on eggshells and zero defect command culture. A risk averse culture means officers execute not to lose instead of to win. A risk averse culture means NCOs are not empowered to enforce standards. Commanders and NCOs don’t take necessary risks or make tough adjustments for fear of rocking the boat or making mistakes.
A blemish free record is what peacetime leaders covet the most, which is the worst of all incentives. You, we as senior leaders, need to end the poisonous culture of risk aversion and empower our NCOs at all levels to enforce standards. Truth be told, for the most part we don’t need new standards. We just need to reestablish a culture where enforcing standards is possible.