Enable action by removing barriers. Phase five of John Kotter’s famous change model proves the most stubborn as Secretary Hegseth continues to reform and reimagine the Department of War from the ground up. The Department of War is no Augean Stables, but an underlying filth still hinders the ideal environment for molding America’s warriors. This rot is of the most insidious kind: legacy.
Hegseth understands that history and reality demand merit and lethality to deter adversaries and, when necessary, destroy threats. His efforts, however, are repeatedly subverted as he pauses to weed out the cancer among flag officers — officers consumed with their own legacy.
At face value, General David Hodne was a premier tactical leader, a warrior who curated and commanded lethal formations. Tactical proficiency serves an officer well as they move up the ranks, but flag officers must do more than lead formations; they must speak in the halls of power. I witnessed firsthand General Hodne revert to the us-versus-them mentality of a junior platoon leader, in front of his own staff, at the Futures and Concepts Center in early 2025. The subject was the “Fork in the Road” email.
Hodne assured a room of civilians and field-grade officers that there was mass confusion at the top and that he didn’t know what was going on, then added that in his entire career, he had never once encountered a poor-performing GS employee. Rather than own his leaders’ decisions, Hodne bowed to self, to legacy.
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