This famous playwright Shakespeare once said, "You shall be known by your comings and goings." General Amos became the 35th commandant of the Marine Corps in 2010, taking the helm as fiscal storm clouds darkened the horizon. His leadership, ever attentive to the well-being of the Corps and its Marines, has focused sharply on the future: budget cuts, force structure reductions, balancing operational and family readiness in the shadow of the intense operational tempo and the impending withdrawal from the wartime basis of a service that has been at war for more than a decade. General Amos faced an additional challenge: one never before faced to the extent necessary to be useful as a historical reference. The challenge is that of sexual violence: a challenge that risks tearing apart the very soul of the Marine Corps. “Sexual violence is a blemish on our proud reputation; It goes against everything we claim to be as United States Marines… It is a crime… and we will eradicate it from the Corps.” The key to success lies in effective messaging and engaging young Marines. The infamous 1991 Tailhook convention spurred a congressional inquiry and investigation into the occurrence of sexual harassment throughout the military. The investigative body's findings found that the scale of the sexual harassment and assault that occurred at the Tailhook convention was so large that it constituted a "one-of-a-kind event." Of greater concern was the issue of leadership and culture. “The attitudes that allowed this are not isolated. Rather, they are so prevalent across services that a fundamental cultural change will be necessary to limit harassment.” To achieve cultural change, the committee proposed the following tools: 1) lea...... middle of paper...... suicide prevention. It is critical that the Noncommissioned Officers Council can provide actionable information to bridge the communication gap between senior leaders and millennials, thereby building the path toward the cultural change needed to eradicate sex crimes from the Marine Corps. Nothing replaces the commander's role in supporting the purpose of the SAPR program and creating a command climate that fosters trust in leadership. The commanding officer's job is to ensure good order and discipline within the ranks, create a climate of trust and respect, and be the committed leader who will drive the cultural change needed to eradicate sexual crimes from the military. However, NCOs will stimulate “buy in” from young Marines – the “buy in” that will make the difference between culture change and an annual training requirement. Seek their input.