I know Major‑General Gros‑Jean very well. He's a friend of mine. I can't see myself guiding him at all, because he's very competent.
That said, as I mentioned in my opening remarks, the organizational culture is very deeply rooted. Culture is like an iceberg: There's what you see and there's what you can't see underneath. It takes a long time to change.
What's unique about the military realm is that things often change much more quickly than in other realms. For example, when we allow long hair, blue hair or painted nails, some people don't like it, but they follow orders. This is an example of a culture that is changing very quickly.
Again, there are struggles or friction underneath, but in our military culture, which I was part of for a long time, there's a culture of following orders and whatever comes from on high. As I mentioned, when you ask for quotas or bilingualism ratings, among other things, things change, and the culture follows afterwards. It's not the other way around. You can't change the culture first; that takes too long. You have to change the requests that come from above, and then the culture will follow suit.
I witnessed it, because I did serve in the forces for 22 years. I've seen the culture change. In particular, there is more openness towards the people we command. Culture takes time to change, but we need leaders to lead by example.
I'd like to mention one thing with regard to General Carignan. They said she is a francophone woman, but they forgot to mention her career as a combat engineer and the fact that she's also the mother of four children. She's very qualified for her position.
I have an Australian friend at home who is a lieutenant-colonel. In Australia, a woman is commander of the army. She's fully qualified for her position.
It's important to have examples like that of people who have earned their position and who have a different take on leadership.