I think I would say that it certainly has shaken our concepts of trust and faith as you move up through the chain of command. For us to truly and effectively move forward, we have to have a look at the factors within our culture that have allowed this type of behaviour to occur.
These are long careers we're talking about, but it isn't necessarily about just the duration of the career. We have to have a look at the fundamental power imbalances that exist in a rigid and hierarchical structure and what things go into supporting people whose behaviour is not aligned with what we see as acceptable as they move forward and progress in the ranks. Looking at moving away from a rules-based evaluation, promotion and appointment system is going to be quite important in doing that and focusing more on the values.
I think it was previously mentioned that as we are starting to move forward and select senior leaders now, we're looking at a 360-degree evaluation of them. It is not just about the face that is seen by senior leadership and the evaluation of a potential leader in the CAF; it's also about starting to hear the voices of others.
Another thing that we're absolutely going to have to deal with is gender stereotypes. This is why, as defence champion, I am here. Gender stereotypes has actually become a very neutral term to address things within our current structure. We're actually structured on a paradigm from quite a long time ago in which we ultimately favour certain genders and certain occupations with regard to positions of power. We value hypermasculinity, for example, in order to determine who the best leader [Technical difficulty—Editor] there is, remembering that that excludes all women and men and non-binary people who do not conform to those standards.
Truly, as we—