To answer your last question first, it's a conversation I've had with different friends of mine. I think I would, with a theoretical daughter I might have one day, probably try to discourage her from enlisting, but as a woman who has been in the forces, I would never try to stop her. I think that's my answer.
In terms of the internal potential for change, I would somewhat maintain my answer that I gave you those years ago, but maybe with a bit more nuance. I don't think there's a neat internal capacity for this issue to be solved. For a number of reasons, I do not think the structure of the military and the way that everything from culture change to battlefield orders is disseminated through the chain of command are the model that helps facilitate meaningful structural change of an organization.
That being said, though, I think there need to be internal champions for this issue, because we've seen over the decades, with the various scandals that have come to light about the Canadian Forces, that the external pressure is never constant. Even though it's something that needs to coincide with an internal movement, for something to go about that, there needs to be pressure from both sides.
I think the challenge externally is to sustain that pressure. I think the challenge internally is to highlight, select and empower leaders who may showcase characteristics that we wouldn't traditionally associate with powerful, impressive military leadership, but those are the people who would be most able to establish the change that we're looking to establish.