Statements in Meeting with Senior Military and Law Enforcement Commanders

In the Name of God, the Most Gracious, the Most Merciful

I extend a warm welcome to you, dear brothers and officials of the armed forces present here, and I hope that today, as the disciplinary regulations are officially communicated to all armed forces, it will, God willing, mark a new chapter for the better functioning of the armed forces in the future.

Let me say a few words about the sensitivities related to the command system in the armed forces. Essentially, the main axis of the armed forces is command. Everything that has impact and efficiency in the armed forces—whether material or human—without a command system, is in fact nothing, void, and ineffective or very minimally effective. Therefore, this command pillar in the armed forces must be made very strong and stable.

In an organization, command is not merely a personal matter and cannot be. In the structure of an organization, command and organization have a strong connection with each other. Command over organized military units differs from natural command over a disorganized and unorganized mass of people. In military structures, what makes command truly effective is proper, strong, smooth, complete, and dynamic organization. When these two are combined, we will have a lively, active, smooth, and efficient organization with strong and effective command. Then, that structure will certainly be efficient and effective.

A few years ago, I heard a statement from an experienced and efficient military individual, and later I observed and experienced it in the practice of the commanders of the armed forces. He said—and it is correct—that command must have an essence of leadership within itself, and without it, there is no command. Command is not just about giving orders to do or not do. Command is a spiritual matter, a type of leadership, a type of comprehensive management, and something reliant on mind, feeling, action, body, and spirit, with proper organizational structure and form; it is what leads to complete efficiency in the armed forces. Then, tools are put to use. If the tools are old, they become new, and if they are new, they are maintained. Tools are created and manufactured. Without this command and organization, even new tools become useless and ineffective, and old tools quickly become obsolete. As you have observed in some sections of our armed forces' structures, you saw it more than I did during the war.

In some places, tools were available but were useless. In some other countries—like some of these Gulf countries—you now see that they have modern tools at their disposal. What they lack is not tools; but due to the lack of what is truly missing in an armed force, their existence is as if nonexistent and like zero. What exists is nothing. Therefore, they are forced to have others come and defend them, embrace them, and hold them in their arms!

In my opinion, the essence of this regulation—which will later be provided to you gentlemen—is to maintain the correct relationship between command and the components of this organization. This relationship must be precisely observed and maintained in the chain of command, down to the lowest rank. This address is not only to you few gentlemen at the top of the armed forces; it is addressed to the commanders of sections and units down to the lowest level. This is one of the characteristics of command in properly organized structures, where command is not dependent on the individual.

A commander alone is nothing. Command is a pillar and a chain. This chain must be preserved, and this is possible with correct relationships. Commanders in the armed forces must possess or acquire the essential characteristics necessary for command. This is something you gentlemen must truly give importance to. What are these characteristics? You know these characteristics, and I will briefly mention them.

Before that, let me say that today we, the Iranian nation, are truly the most deserving nation to create a truly efficient military force. Perhaps now there is no nation in the region or in the world that is as necessary and deserving as our nation to think about strengthening its armed forces. The reason is that we are the only nation that relies on ourselves. We do not rely on anyone else. We rely on our inherent strength, powers, abilities, and capabilities; we must rely on them. If we did not rely on these forces, the existence of this country and this nation would be severely threatened and in danger.

This statement does not mean that if our nation and the Iranian system seek help from somewhere, they will not be given help. No, perhaps today there are open arms and extended hands that, with the slightest indication, would show friendship to the Islamic Republic of Iran and offer assistance; however, those friendships and assistance would come at a high price; at the cost of dependency, at the cost of losing the fundamental values for which the revolution came into existence, at the cost of losing this independence and not relying on any power. It truly is so. Especially in today's world, where there is a very severe bipolarity; the pole of powers and the pole of those dependent on powers. The distance between them, in terms of military, political, and economic power, is a deep and unbridgeable gap.

With the current situation in the world, the powers that can provide assistance to someone—whether Europe, which can be named today, or America—only provide assistance at the cost of dependency on someone, and nothing else. What is meant by assistance differs from trade and exchange. Exchange is a reasonable matter; meaning everyone gives and takes according to their ability. Assistance is what is given to Saudi Arabia today and prepared for Kuwait, and what was given to Iraq during the war with us. Assistance means support. Naturally and evidently, this is done at the cost of dependency and the loss of national honor and dignity of a country and a nation.

For the Iranian nation, with this revolution and with that background and with this immense intellectual and scientific capacity, such a thing is impossible, and the Islamic Republic system was established on a completely different basis. Currently, I do not know of any other country with these characteristics. Everyone is dependent to the extent that they rely on great powers, and to the same extent, they have dependency. Everyone is reliant; even European countries. These same European countries that are moving towards superpower status today, collectively and individually, are dependent on the superior power of America, and without America's permission, essential and sensitive actions are not taken. You yourselves are aware of and know examples of this in matters related to the armed forces.

During the war, a country that had good relations with us and needed us had manufactured tools for us in which the Americans were partners; but out of fear of the Americans, throughout the war, they did not dare to give us those tools! While they needed this action, it was very good and beneficial for them, and if they had done this, they could have gained Iran's favor. Now, in this very issue of Middle Eastern and Gulf confrontations, the matter is the same. There was a Soviet Union, which also ended and turned out to be more needy and became a beggar from the West, especially America. It was said: "Those who are richer are more needy."

If we want to defend what is shared among all the people of Iran—meaning the dignity of this country—we must seek to strengthen the armed forces. Some consider the dignity of this country to be Islam and the high teachings of Islam and Islamic values—which are the majority of these people—there are also some who may not accept these words; however, they too ultimately accept the national dignity of this country. Anyone who accepts this dignity today must seek to strengthen the armed forces.

Of course, the enemy has attacks; however, the most effective method of global arrogance is military strike. When powers want to demonstrate their power, they resort to military strikes. When they cannot do so, they pursue long-term methods. But you know that long-term and gradual methods always come after despair from short-term and immediate methods. When they cannot do anything in the short term, they are forced to turn to long-term issues. Therefore, these armed forces must be strong and ready.

This task—as I said—is primarily dependent on strong, good, flexible, smooth organization familiar with Islamic values. Mixed with these values and alongside it or at its heart, command with all the necessary characteristics for a commander is needed. These characteristics, first and foremost, are faith. A commander without faith is not suitable for command. To the extent of the weight of the task assigned to him, he must have the capacity of faith. If he does not, it is of no use. We have repeated this many times and have suffered its consequences. The higher the level of work, the more faith is required. By faith, we do not mean some demonstrations of faith in Islam and this system and this movement; he must truly be a believer and have brought belief.

A commander must be responsible. A commander who says what else can we do, it is like this, it became like this, is not a capable commander. He must truly accept the responsibility entrusted to him and accept the consequences arising from that responsibility. Associated with this responsibility is dedication, perseverance, and tirelessness. A lazy and easily tired commander, who easily gives up on pursuing work, will never be a successful commander.

Naturally, command of a larger unit and a wider organization requires more characteristics of this kind, and command of a smaller unit requires fewer characteristics. It is clear that everyone, to the extent of the responsibility they have accepted, must have these characteristics we mentioned—meaning effort, dedication, and pursuit.

A commander must always be informed about the various components and parts of his mission area. An oblivious commander, who does not know what is happening in the different sections of his command and mission area, will certainly be an unsuccessful commander. The way is through inspections that must be conducted continuously. The tools for inspection are in your hands. Inspections must be activated. Of course, we said that this statement is not only addressed to you. You will convey these words to the entire chain of command, down to the squad commander, down to the commander of a small section—who must be vigilant to the extent of his work area—and you must do so. From a command, ignorance and unawareness of his mission area cannot be accepted. Effort, inquiry, questioning, not getting tired of this matter, and true discipline—what has been constantly repeated as the chain of command—must exist.

From the early days of the revolution, concerned individuals had concluded that the remedy for the armed forces was in the chain of command. Of course, you know that at that time, the backbone of the army had been broken and was being broken. Some were doing this deliberately; to completely dismantle the armed forces. In the early days of the revolution, treacherous whispers promoting a false and wrong vision were constantly being spread. Although Imam Khomeini (may his soul be sanctified) was never a military man and was not present in military organizations, this decision was truly among the wisdoms of that man.

Whenever I thought about some of the actions of this great man, I saw that the same wisdom that the Quran speaks of regarding Luqman and other prophets was truly present in this man. A wise person is someone who sees things beyond these appearances that ordinary and common eyes are unable to see. Compared to other people, he is like an experienced elder compared to a young and inexperienced person. The same proverb you have heard: What the young see in the mirror, the elder sees in the raw brick.

He was truly like this compared to others, compared to us, and compared to the same officials who were and we were and saw. He always felt and saw something beneath the currents. Sometimes a person reaches something through reasoning; but he had reached it without reasoning. It was truly divine grace and inspiration. As he himself said, it was a hand of power that guided him.

That great man repeated the chain of command with this very word. This word is a military expression and is very far from the scholarly and clerical environment and seminary in which he was trained and was never involved in military matters and organizations; but you have heard many times that he repeated this word to the army and the Revolutionary Guards, saying to maintain the chain of command. This means that every individual, wherever he is placed, should have such discipline that he commands his subordinate decisively from a position of command and accepts and acts upon the command from his superior and demands the implementation of his command within the framework of regulations from his subordinate. In this regulation, which you have observed and will observe, there is a regulation. Obedience has a regulation. There are places where the subordinate should not obey the superior. This is specified. Commanders must pay attention to these points; then take responsibility. ...

You must be responsible. Therefore, in the previous regime—which truly had fundamental shortcomings—I had seen that they wanted to maintain that outward form. One of its pillars was this very issue of the chain of command and command capability; however, at that time, corruption was part of the essence of the system, and the pillars of the regime were truly tainted with corruption. Bribery was rampant at all levels, high and low. Moral and sexual corruption did not allow that structure to stand properly; but to the extent that it was similar to global regulations, they paid attention to maintaining those aspects, including the chain of command.

I may have told some brothers that in 1970, in prison, I saw a military individual who was sentenced to about six months for not returning five bullet casings! He had gone to the mountains for training and maneuvers to shoot. Upon returning, he was short of these few casings. Of course, at that time, he went to court, was tried, and sentenced; but it was the end of his service, and since his service was sensitive, they kept him. When his service ended, he went to settle accounts, they gave him a paper and sent him to prison! He could not believe he would stay in prison for so long. We were in the army prison. At that time, security and political convicts were often taken to military prisons. At least in the early days, it was like this. I was there when I saw him brought in. We asked what happened? He told the story. Of course—as I said—oppression was a characteristic of that system and it could not help but oppress; therefore, the higher-ups were often exempt!

Before this incident, in 1967-1966, when we were in the military prison in Mashhad, we had seen a similar incident. A military column was going somewhere, and contrary to regulations, they had placed individuals with ammunition in a truck. Then a problem occurred, the truck exploded, and several people were killed. After this incident, the column commander, the unit commander, and the brigade commander—at that time there were several brigades around Mashhad—went home, and in the meantime, a few unfortunate lower-ranking individuals were brought to prison and sentenced to one or two years! Unfortunately, they would release the higher-ups and cling to the lower ranks; that was the basis. Therefore, to a large extent, there was discipline in those lower ranks. The principle of discipline is a correct principle.

Over the past years, I have often repeatedly told the brothers in the Revolutionary Guards that these things that have now become recognized military regulations belong to no one in particular; they are the result of thousands of years of military experience throughout history and around the world. The ancient Iranian campaigns, Alexander's campaigns, the Islamic era campaigns, the European campaigns in Europe, have influenced this thing that is part of our experiences; however, its compilation was a task that a particular group or nation was able to accomplish first, and today it has been completed. These things that are observed today do not belong to anyone in particular; they do not belong to the previous regime and the Pahlavi apparatus either. They were the incomplete practitioners and learners of these matters.

Disciplinary regulations are often like other truths and laws of creation and nature. Of course, we do not want to generalize and absolutize them too much. There may be deficiencies in them, and there certainly are; but they are similar to the laws of nature and are discoverable. Based on the long duration, they have been discovered, compiled, and completed, and now they have reached us. Of course, value principles and foundations have a complete and total impact on them.

If you place this regulation that we are now giving you next to the regulations of others, you will see that there is no difference in the generalities. An Islamic value spirit has been infused into this regulation; but the structures are similar to the usual structures in the world. Naturally, where a doctrinal, ideological collection or values govern a collection, values will intervene; they intervene here as well.

One of the characteristics of this disciplinary regulation is that it makes the armed forces uniform in this regard. God willing, when we also communicate the ranks of the Revolutionary Guards—which the committee is also accompanying; although in the future it will be another law enforcement force and will have its own specific form—a specific coordination and balance will be established among the armed forces. Our brothers in the General Command Headquarters have focused most of their efforts on creating uniformity and coordination. Of course, missions are different. Some characteristics in organizations are dissimilar. There is no insistence that these characteristics become uniform. According to the missions, everyone has a characteristic; but what is fundamental—meaning faith and righteous action—must reach a level in all armed forces.

After that, appearances, formalities, regulations, and other organizational and administrative matters must become more and more similar. We do not want one hundred percent, because it is not clear that it is necessary or very useful; but in principle—not in detail—they must be uniform. If some details are not uniform, there is no problem. In any case, communicate this regulation with precision and care and enforce it strictly.

Of course, I previously mentioned a point that they should include in the regulation; but I do not know if they have included it or not. The point was to prohibit and eradicate insult in the armed forces. No one should insult anyone else. It is not right for a commander—whoever he is; an officer, a non-commissioned officer—to insult a soldier.

I had seen in that regime that even senior officers were insulted. One of the well-known commanders and one of those malicious, harsh individuals—who has passed away and I do not want to mention his name—was a commander in Mashhad in 1963. I was imprisoned at that time. They took us there to hand us over. He saw me and came towards me. At that time, this person was a brigadier general, and colonels were around him. He insulted them so much that I was surprised. He did not think that at least in front of me, an imprisoned opponent of the regime—who was taken there for this reason and was very young and naturally had youthful characteristics—he should not say these things. No, they had no qualms. Those who were insulted apparently had no objection! I had seen similar incidents repeatedly; that was one instance. I had also seen in lower ranks that they would curse, insult, and speak badly. A one-rank difference was enough to insult. Of course, it was possible that someone had a strong, firm personality, and his superior did not dare to curse him much. Such things also existed; but insulting was not considered a wrong action!

They would insult their subordinates and use vulgar and obscene curses. I had truly seen in the barracks that they would curse each other like ruffians with strange and bizarre curses. We, who were seminarians and had not heard such things, were so surprised that how could such obscene words come out of their mouths. Some of these words might even be heavy for the ears of the military personnel present here. Of course, perhaps many of our current military brothers do not remember well and have not experienced these characteristics at that time.

I had seen someone who would curse his peer in the military environment; because he was currently in charge of him or his superior. For example, with the same rank, this person was the duty officer; but he was not. It was a very shameful thing! These insults would even lead to beatings, and the poor soldiers would be brutally beaten under fists and kicks. Prohibit these actions. Punish anyone who does it.

There is no obstacle if you want to say a reprimanding sentence to your subordinate, to use collective expressions: you made this mistake, I reprimand you, you should be reproached. There is no need to say, "You so-and-so, why did you do this?" In words and interactions, completely eliminate and eradicate insult; because it is against Islamic decorum. The Commander of the Faithful (peace be upon him) said: "I dislike for you to be abusive." Do not be foul-mouthed, foul language is a bad thing; but negligence in these matters is also bad. Do not consider friends and non-friends, do not get caught in embarrassment; enforce the disciplinary regulation with full power.

Of course, as I said, the disciplinary regulation is the symbol of discipline. The essence of discipline is good, aware, alert, and sensitive command, attentive to details, and of course, in its own cases, flexible, but without negligence. Negligence and carelessness are wrong. Those who are under your command must be the same way.

We want the armed forces—whether the army, the Revolutionary Guards, or the law enforcement forces—to be managed this way. The Islamic armed force is like this. If you see someone unwilling to work this way, relieve him and yourselves of the heavy burden and let him go. Do not let the armed forces suffer and be harmed because of someone who is uncoordinated and unsuitable. Those who, due to their ranks and special groups, have become accustomed to disorder and chaos—which is heard in some places—twist their ears with the strong and iron finger of these military regulations. Not with your own finger, which is personal; with the finger of the law and what is prescribed and obligatory.

We hope that God, God willing, grants you and us and everyone success, so that we can accomplish this great task. Today, managing the armed forces is truly a great and heavy duty on the shoulders of all you gentlemen. I hope that, God willing, you will be successful and supported.

Peace be upon you and God's mercy and blessings