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LEXINGTON, Va., June 5, 2025—

In November 2020, I addressed the VMI Corps of Cadets for the first time. Today, as the 15th superintendent, I am communicating for the final time with cadets, faculty, staff, alumni, and friends. Although my departure is premature, a new chapter in the history of the 麻豆女演员 Institute begins. That chapter is yet to be written by the next superintendent, but I remain optimistic about our future. 

As I looked back at those before me, I found each superintendent left a distinct mark on VMI. I believe VMI is better now than when I arrived. We faced significant challenges, including COVID-19, accusations of institutional racism and sexism, partisan politics, and a twelve-year decline in admissions applications. By directly addressing these issues and making difficult, and at times unpopular, decisions, I helped keep VMI relevant as a public college capable of fulfilling its unique mission. 

Over my professional career as a military officer, I learned that leaders are pivotal in shaping an organization's culture and my immediate challenge was redefining VMI's culture. We needed to transform and produce positive outcomes of change. The positive outcomes of our cultural transformation - including fostering a more diverse Corps and systematically creating opportunities for experiential leadership over the past four years - significantly contributed to developing young leaders from diverse backgrounds. This increased diversity strengthened our leadership ranks and enriched the Corps' overall educational experience. We successfully restored a professional culture where cadets' actions are driven by purpose, recognizing the intrinsic value of each cadet regardless of their background. Leading through these challenges required unwavering focus, decisive action, and the courage to embrace necessary change. Our success was watched closely and recognized. 

Our achievements recognized leadership development opportunities throughout our VMI systems. This included Corps leadership with cadet captains wearing chevrons, the class elected leaders involved in cadet governance, participation in the esteemed Honor Court, and positions as Division I athletic or club team captains or members. We made significant investments to enhance both academic and cadet well-being resources, along with the development of compensation models that effectively allocated state appropriated funds, demonstrating our commitment to supporting our exceptional workforce. Additionally, we continued to invest in human capital through comprehensive onboarding, training, managerial, and mentorship programs. 

At the beginning of each academic year during my tenure, I addressed the entire Corps and various segments, encouraging them to embody the qualities of a VMI cadet. The Code of the Cadet, drafted and instituted for all cadets to study, serves as a guide. I reminded each class of matriculants of the purpose behind their presence here, emphasizing they all belonged and could achieve success if they chose the path toward a successful cadetship and committed to meeting the Institute's challenges. The VMI brand, which I frequently reference, is not merely a logo or catchphrase; it represents how the community perceives the Corps through its conduct, bearing, and achievements. 

It is my firm belief the Corps of Cadets should have remained free from political controversies and negative stereotypes. Unfortunately, a few individuals' poor actions led to unfair perceptions of the entire group, further fueled by alumni anger and harsh comments about the many needed institutional changes. But as the Corps marched on, and to their credit, visitors observed a Corps of Cadets consisting of dedicated young men and women who embody our core values: honor, excellence, self-­discipline, courage, esprit de corps, selfless service, and resilience. These values are preparing them for real-world challenges. 

What does the future of VMI look like in fulfilling its mission? First, I know my service to the Institute removed barriers and embraced diversity. Future leaders must maintain these inclusive attitudes. With women showing great leadership, such as our first regimental commander, and, to date, five battalion commanders, I anticipate seeing female class and Honor Court presidents soon. It is likely a regimental commander will be a non-African American person of color, not due to tokenism but through earned achievements. 
The new strategic plan approved by the Board of Visitors, "Forging 21st Century Leaders," is already under way and charts a course for the next 10 years. Tangible results are already being realized. 

A campaign is needed to generate financial support, allowing the Institute to achieve the goals of its strategy. Campaign resources will help develop future leaders by focusing on producing well-rounded cadets while appropriately balancing three key areas: maintaining a military-like environment, pursuing academic excellence leading to graduation, and promoting physical development through athletics or other activities to achieve fitness. At the foundation all we hold dear must be our Honor Code, indiscriminately applied, without regard to race, gender, legacy association, or financial status. 

Our faculty and staff must receive ongoing support as professionals within their field. Faculty members should be able to exercise academic freedom without the influence of political or ideological constraints in the classroom. We should ensure their ability to educate, pursue professional development, and strive for excellence - particularly in scholarly research - that is recognized and encouraged. Selection and evaluations of faculty should be based solely on their qualifications and capabilities as educators, rather than a "litmus test" on political affiliation or views on controversial subjects. Continuing to provide competitive compensation comparable to leading state institutions is crucial to retaining our talented staff and faculty. This approach will ensure our workforce continues to educate, inspire, and challenge our cadets to think critically and ask insightful questions that enhance their learning and training.

The integration of minority cadets into the Corps and their selection as leaders historically occurred sporadically and only when evaluated through an unbiased lens. Despite our success in fostering a more diverse Corps during my tenure, assertions have suggested a decline in quality despite no empirical data supporting that claim. Each chosen leader, regardless of race, gender, or sexual orientation, demonstrated admirable leadership, rapid maturation, and performance comparable to that of their predecessors. Again, progress in this area is easily measurable and must remain a cornerstone of VMI as a 21st century institution.

Achieving a balance in the "three-legged stool" of leadership development is crucial, with each component varying for every cadet. Leadership development happens within every aspect of this triad. VMI's military structure applies equally to all cadets, nullifying any notion of a double-standard. Our cadet-athletes represent VMI at the highest intercollegiate level and often excel academically despite their added responsibilities. A modest investment in athletics showed positive outcomes during my tenure, but consistent performance requires more resources through endowed funds to avoid mediocrity or worse. As the NCAA landscape changes, VMI must adapt while adhering to our mission and values. Investment directly impacts our ability to "compete to win." I am confident VMI's future is bright if we stay united by our core values and uphold the true "Spirit of VMI." 

Cadet athletes also represent about one-third of each recruited class, highlighting the importance of the athletic department's role in attracting quality students to VMI. Athletes enhance Corps diversity and often become key ambassadors for a VMI education. They dedicate time, risk injury, and sacrifice privileges, demonstrating commitment to both VMI and their sports. 

Striking a balance is crucial for cadets aiming for leadership roles. Often athletes prioritize sports with their academics, while others prioritize commissioning, research, or graduate school attainment through academic pursuits. All cadets must adhere to the same rules, wear the uniform, march in parades, stand guard, and face similar challenges. Success hinges on Institute leaders' ability to coach, teach, mentor, guide, and enforce discipline. Leaders must help struggling cadets see the benefits of our military structure. All cadets who consistently fail to meet standards have and do risk their cadetship. But, prioritizing Title IX violations is most important as they harm VMI's reputation and contradict the Code of Cadet, diminishing the standards expected by everyone. 

Advancing VMI as a state-supported military college means aligning its culture, climate, and appearance with our values and desired cadet experience. Clinging to outdated traditions and attitudes hinders VMI's goal of developing future 21st century leaders. Most current cadets do not find past traditions meaningful for their future pursuits. They acknowledge VMI's founding history but also recognize it did not consider inclusivity for women and minorities, and changes only came through directives. Historically, VMI was slow to adapt, but the previous Board of Visitors made the right decisions about which historical iconography and traditions should remain and what should be removed. What remains reflects the best of VMI's history, progress, and future to be built upon. 

VMI's future vision must leverage recent progress and align graduates' character with national needs. For the members of the Corps and our most recent graduates, the years ahead will place you into leadership roles which are complex and complicated. Stay mission-focused and goal-oriented, even when facing agendas, personal attacks, rumors, and politics. Set those distractions aside and have the courage to do what's right. Strive for organizational excellence rather than self-interest. This is a reward in itself. Although the world you will enter differs from when I graduated, VMI's values will serve you well. Serving VMI has been one of my greatest honors. I am deeply grateful for the opportunity to serve the Institute, and thankful to all who supported the Institute's progress during these transformative years. I wish you all the very best and may God bless VMI. 

Maj. Gen. Cedric T. Wins '85
U.S. Army (retired) 
15th Superintendent
VIRGINIA MILITARY INSTITUTE