In October 1939, just one month after he took over as Army Chief of Staff, General George C. Marshall famously winnowed the ranks of hidebound senior officers to prepare for war. “Most of them have their minds set in outmoded patterns,” Marshall told his leadership team, “and can’t change to meet the new conditions they may face if we become involved in the war that started in Europe.”

Every democracy since a defeated Athens has pruned its senior leaders proven inadequate to the demands of their respective era – often more painful than mere public shame. Ours may be the only era when an entire general and admiralty class — more than 80% of which gain employment in the defense sector after retirement — has been consistently rewarded with lucre and prestige for losing.

With two failed wars and scores of weapons acquisition fiascoes now secured in history’s dustbin, many may fear that virtue itself has been swept from the floor. Mainstream deference to “self-serving delusion” has sustained an unearned and stunting faith in a senior leadership selection system made hollow by long-past assumptions.

Therefore, Secretary of Defense-designate Pete Hegseth’s impassioned plea to focus upon the people who serve and his condemnation of a self-perpetuating, class-creating leadership system may, if we can look past the vitriol of our day, herald our very own Marshall moment to deter war rather than to fight one.