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Hegseth Shows That Slogans Have Consequences
I am deeply troubled by what appears to be the killing of defenseless survivors by the U.S. military. The facts are still coming in, so it is essential to leave room for more information.
What makes this moment especially disturbing is the implied guidance from Secretary Hegseth to “kill them all,” as reflected in numerous slogans like…
Lethality first. Lethality last. Lethality always.
Warfighters must have complete freedom of action.
You kill people and break things for a living.
I give the military the benefit of the doubt when it comes to judgment calls in highly ambiguous situations, and it’s reasonable to believe that Hegseth’s guidance shaped the admiral’s decision to order a second strike to kill two survivors clinging to the debris of their destroyed boat.
I have been in firefights when our troopers were wounded and killed. I know the rage that tempts you to shoot at anything that moves. That is precisely why the U.S. military trains its leaders to restrain that impulse.
When a combatant loses the will or means to resist, they are no longer combatants. They become your responsibility. That distinction separates a professional military from a mob.
How Careless Words Create Drift
Careless bravado creates powerful incentives. “Kill them all” is the kind of chest-thumpery that reduces a complex situation to a slogan. Subordinates may take it more literally than you ever intended. Ethical drift often starts this way.
This dynamic shows up in business all the time. Leaders want urgency. They want excellence. Yet when their words carry too much heat or too little clarity, people begin interpreting them as permission to cut corners, hide problems, or push boundaries.
Your words can create the belief that results are the only thing that matters.
When Leaders’ Words Backfire: Business Lessons
Wells Fargo
Senior leaders promoted an aggressive “eight is great” cross-selling mantra. No one instructed employees to create fake accounts, but the relentless pressure made many believe integrity was optional. Millions of unauthorized accounts later, the consequences were unmistakable.
Uber
Travis Kalanick celebrated hustle and disruption. Employees absorbed that message as a cue to outmaneuver regulators, bend rules, and treat people poorly. Most were not unethical people. They simply followed the incentives they believed their leader endorsed.
Boeing
During the 737 MAX program, executives emphasized speed, deadlines, and staying ahead of competitors. Engineers heard that loud and clear. Some safety concerns that might slow production were muted or ignored. The words themselves were not illegal, but the pressure behind them shaped the choices that followed.
Everyday Companies
Even common phrases like “we don’t lose deals” or “make the problem go away” can prompt otherwise principled people to misrepresent information or rush work that undermines quality. Leaders mean to inspire. Their people hear something else: winning matters more than how we win.
The Leader’s Responsibility
This is where your leadership matters most. Your people interpret every signal you send, especially when the stakes rise. When your words are clear and aligned with your values, they reinforce professionalism and integrity. Ambiguous bravado creates drift.
What phrases might your people be hearing that could be misunderstood if taken literally?
You already know the power of your voice. The opportunity is to use it with the intention and steadiness that help your people make choices they can stand behind with pride.
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