I'm not sure leaders listen enough, especially to their people. And I've always thought in everything I've tried to do in my life, in the jobs I've had, is that if we can turn our transmitters off and our receivers on more often, we're better leaders and we know more of what is going on and therefore we can lead more effectively.

And this - this board was - was impanelled in 1951. And it's gone through ups and downs in how the secretaries have used it. But I have put a premium on that advisory board.

We live in a world of absolute immediacy. It is an interconnected, combustible world, where technology and many other actions have given nonstate actors a reach, into countries and societies, for both good and evil, that we have never seen before. So it isn't a matter of just state versus state challenges or conflict. The bigger problem is nonstate actors.

It's critically important that we have governments to work with, that we have entities to work with. President Hadi has been a good partner in that, and we would hope that the next set of leaders that govern Yemen will also take the same approach to cooperation with the United States.

I'm the first secretary of defense that's had to deal with sequestration. I've prepared two budgets that deal with sequestration. And you bring the chiefs together, the leadership of this enterprise together, to work through, how do we then take these cuts? Where do we apply those cuts? Readiness is the first thing that suffers.

Engagement is not appeasement. Engagement is not surrender.

I'm not saying my idea is the one and only idea. We should have other ideas, but the president has not laid down a specific plan as to how he's going to get us to solvency. I do that.