ADM. MICHAEL MULLEN: Please fall out and come on in here and take a knee or have a seat, however you want to do it. That’s actually a good idea. I just got – actually, I’ve just got a few minutes and I wanted to – it’s great to be back here. I actually spent a fair amount of time in this end of the country – I’ve been here a number of times and each time I come here, I learn and I see that some significant advancements – I’d like to commend Adm. Winters in the leadership on those continued advancements. This a human-performance center, the kind of focus to really make sure we are doing all we can to prepare you for the best possible level of performance.
I’ve actually had a fairly significant relationship with Special Forces, particularly in the Navy, over the last 10 years or so, and I feel that you represent the best of who we are in the military and I’m grateful for that. And you serve in an extraordinarily challenging time in a very difficult fight that’s going to be around for a while and I am thankful for all that you do, that you made a decision to serve our country at this particular point in time.
I also want to express my appreciation to your families who support what you do, without which we couldn’t succeed, and I’m reminded, having met with about 20 spouses for an hour a little while ago that they are exceptional as well. They allow us, quite frankly, to make a difference and they sacrifice a significant amount, as we all do, and we could not do it without them.
As I went around the table and asked the spouses how many deployments, the numbers were four, five, six, seven and eight deployments, and I’m also reminded – I just asked a platoon – they’re about four or five SEALs that just got back from deployment and a couple of them had been on multiple deployments – five or six. Asked them how their families were doing. Of course, they gave me what I call a “standard answer” – everything’s great. How are the kids? Everything’s great.
I focus on that because we have to continue to work that. I know the CO community has done that in recent years and we cannot take it for granted. And these fights, these wars are going to go on for some time. And in that regard, as I said more than once today, this is a marathon; it’s not a sprint.
We need you and we need our families there for all of this, not just part of it. So I think focusing there – which the community is doing and has done a great job of – is really critical. But we’ve got to build resilience into the families and we’ve got to make sure that it works there just as much as it’s working here. So thanks to you and thanks to them.
As I look and I just actually come back here, I’m told of the – I see changes both in the training scheme. I hear about changes actually we put in place a few years ago that focused on recruiting in a different way – making sure that actually we have individuals who are coming in the Navy to be SEALs who had some background capability in the water and could defend themselves. Reach out into the pre-enlistment side, the depth, if you will, to make sure that candidates that are coming in are really prepared. And that’s a big deal.
And just looking at the class that I – I think it’s a 280 – 281 that I spoke to briefly today and just looking at the attrition statistics, it’s a great improvement in terms of with the same standard and the same course, which is something we’ve been seeking for a while. So staying with that in terms of keeping the standards up and at the same time giving opportunities and making sure that we minimize that attrition – and, of course, the – that historically as the attrition has been exceptionally high.
That’s a very big change for the positive. The reason I – and that isn’t easy. It wasn’t easy, it isn’t easy and it won’t be. And the reason I talk about that is things continue to change, whether we’re talking about the macro level which is election Sunday in Iraq and the drawdown which starts here very shortly thereafter to come down to 50,000 troops; the continued increase in troop levels and the challenging fight that we’ve got in Afghanistan.
And the role that Special Forces have played in Iraq and certainly are playing not just there but that are such a significant part of what we’re doing in Afghanistan and will be. I actually believe that when the story is told, some day in history, that the role of Special Forces in these wars will be told in a way where they were – they were decisive. You were decisive in many ways. Sometimes that’s hard to see when we’re doing it, but I actually believe that.
So we continue to change as a force. Our missions are changing specifically and we’re focused heavily now, obviously in Afghanistan and Pakistan, focused very much on the enemy that killed thousands of Americans, does so now, still seeks to do more of that and an enemy that we’ve got to seek, continue to seek to make sure that doesn’t happen. And you lead that and I know that. And I’m engaged with your leadership routinely to make sure that that edge is continuously honed. And I greatly appreciate that.
Lastly, I’d like to just say a couple words about leadership. And that’s taking care of each other, taking care – in this very demanding part of our profession – taking care of each other in a way to make sure that we are here for the long run, that we make a difference in people’s lives, that we actually mentor people coming along.
That we – and this is a very special community in many ways – and that we take care of those, in fact, who, from a leadership standpoint, we take care of those who sacrifice and suffer so much: those we’ve lost, those families – and that we’re still in touch with those families, those who’ve been injured.
And there isn’t – and the gold standard in that as far as I’m concerned is the Care Coalition, which Special Forces embraces, leads, has. And it’s really the gold standard as far as I’m concerned for the rest of the military that we all see. But it is leadership that has brought us there.
And when I talk about leadership, I’m not talking about me as somebody senior or a senior in position. I’m talking about all of us continuing to lead – junior, senior, front and back, to make tough, hard decisions, to make them on time, whether they’re in combat or they’re back here in training in terms of who we are and what we’re doing and what we’ve got do in the long run.
And there’s no better example – from my perspective – there’s no better example than those of you who are here, whether you’re a shooter or whether you’re in support and whether you’re wearing a uniform or you’re a civilian who cares just as much about everything we do as those of us who are in uniform, everything that we’re doing and care just as much as we do. So I’m grateful for all of that: what you do, who you are. And we are extraordinarily dependent on your success. Believe me.
And I know that. The leaders from myself right through the president understand that. And you’ve executed mission after mission successfully. We have great faith that you will continue to do that. Don’t take it for granted. I don’t. You shouldn’t. Future success is going to be generated based on the continued level of excellence that this community sees. So thanks for what you’re doing. We will continue to change and adjust. And for each and every one of you, have great expectations in the leadership world.
Now, I’ve got an opportunity – I’ve got a chance for a few questions; I’d be glad to take them.
Q: Sir. (Inaudible, off mike) – sir. The 2010 QDR calls for an increase in funding for special warfare. How is that going to affect us here at NSW?
ADM. MULLEN: Specifically – and actually, one of the ground rules for questions – if I don’t know or if I don’t have a complete answer, I would be happy to take your e-mail address and get you a more complete answer. It’s how I learn as well. But I would say actually that question takes me in a number of areas.
One is, there’s increasing pressure on the budget. We see it this year; I see it the next few years. The military budget, the Department of Defense – and I think we’re all going to participate in that and having to make hard decisions about where we put our resources. That said, the Special Forces community across the board – it was emphasized in the Quadrennial Defense Review to which you refer – is at the top of the heap.
And so I would see – and we’re actually growing Special Forces. And so I would see that growth continue from – I don’t know if I’ll get these numbers – where’s Adm. Winters? I don’t know if I’ll get these numbers exactly right, but from what I think was about 35 or 36,000 when the wars started to a number that exceeds 50,000 right now. I think 56,000 is what we’re shooting for.
So the community will continue to grow. And on the one hand, that happened because you are invaluable. On the other hand it happened because there are a lot of people that figure out you’re invaluable. And so the community will continue to grow. And the expectations for you delivering on these missions will also continue to grow.
And that will have a trickle-down effect here. Exactly what it will mean, in terms of numbers of platoons or numbers of squadrons, and what the gear will be, I can’t lay that out right now. Except that from a resource standpoint, the Special Forces community is in pretty good shape and will be for the future. Okay?
Q: Sir – (inaudible, off mike). During a time of war, and with our military spread so thin, why do you feel that this would be a good time to do away with the “don’t ask, don’t tell” policy?
ADM. MULLEN: The issue of “don’t ask, don’t tell” is an issue that is tied to a law. It’s not me doing away with it, actually. In order for it to go away, for the policy to be changed, the law has to change. And we all work for the president of the United States. He’s made it pretty clear that he wants to see this law changed. That said, he can’t change the law. Obviously Congress has to change the law.
But very specifically, for myself, anticipating this – I’ve actually worked on this issue pretty significantly over the last many months and recognized that nobody understands more the stress and the pressure that the forces are under. And I was here in ’93 when we did this, and one of the things that happened in this electrifying debate that we had in ’93, is the force gets put right in the middle of it.
One of my objectives is to make sure that doesn’t happen this time. Given the president’s direct and clear strategic intent, I feel this is a military issue. It’s not a civilian issue. And as a senior military leader, I feel responsible – and the things that I talk about – leading this.
That doesn’t mean that politically I intend to try and ensure that the policy changes because that’s not my job. My job is policy and law execution. Recognizing that, and very specifically, when you get to the three- and four-star level in the military, you sign a document before you’re confirmed by the Congress that when you’re asked your personal opinion you will give your personal opinion. And in my testimony, knowing that question was coming, I chose to address it in my opening statement. It was very clear. This is my personal view with respect to it’s time.
The fact is, there is almost no objective data out there about the impact on the force. There’s a lot of opinions. There’s a lot of views. There are strongly held emotional discussions that take place, but the fact is, there just isn’t much – there’s virtually no objective data. So the idea of the review over the next several months is to really go out and get that, and to talk to you and others, and get your view – your families’ views, influencers’ views.
The individuals we depend on to tell young men and women, yes, it’s a great idea to go into the military – coaches, pastors, parents, et cetera – and have that as an objective measure as we look at recommendations – as I look at recommendations for what the president ought to do down the road. We’re not going to have that until the end of the year.
And the goal is to not put the military through – to electrify the military in this discussion, very specifically. And just for me, personally – you know, back to what I said, and I’ve been doing this a long time. Where I struggle with the current policy, which is why I said what I said, is for an institution – an individual, which I am – and an institution which values integrity – I mean, that is a core value – and having an institution which requires somebody to come in and lie every single day in ways that you and I don’t even understand, is just counter to the institution. It’s counter to that value of integrity.
So obviously the president gave the direction. We’re going to go review it. I’ve obviously spoken where I am on this. You can clearly see the other chiefs have spoken. Not everybody’s on the same page so we’re going to review this, and then we will come together and make a recommendation based on that towards the end of the year. And that still has to go to Congress and they still have to change the law. If they don’t change the law then the policy doesn’t change. Okay, others? How is liberty? You getting any? Are you? Okay. No other questions?
MR. : Sir, we really appreciate you spending time with us here today. This is the traditional Navy Special Warfare paddle. I thought with your particular job that there’s probably a lot of times when you feel like you’re up the creek without a paddle. (Laughter.) This could certainly be useful for you.
ADM. MULLEN: Thanks.
MR. : Also note that you can’t take this from me now, so our intent is that we’re going to hold onto it for you and then, someday after you retire, we’ll sneak in and leave it somewhere where they’ll find it in the middle of the night.
ADM. MULLEN: Really? (Laughter.)
MR. : So hold on to that.
ADM. MULLEN: Thanks a lot. Thank you. I also actually have got coins, if anybody wants them, so step up. Hang on, actually, there is one rule with the coins.