In a recent interview with Radio NV, Maksym Zhorin, deputy commander of Ukraine’s Third Army Corps, addressed the wave of disinformation currently surrounding the appointment of Mykhailo Drapatyi as the new Commander-in-Chief of the Armed Forces of Ukraine. Zhorin cautioned that the information space is being inundated with fabricated reports of internal conflicts and premature claims of tactical breakthroughs. He emphasized that these narratives are designed to destabilize the military and create artificial expectations. Zhorin urged the public to exercise patience, noting that it is far too early to measure Drapatyi’s success, as the new commander is currently in the initial phase of assessing the scale of his responsibilities and forming his strategic priorities.
Addressing the leadership transition, Zhorin expressed confidence that Drapatyi’s prior experience will allow him to navigate complex challenges efficiently. He identified combat training, mobilization, logistics, and a shift in the overall philosophy of force application as the most critical areas requiring immediate attention. When discussing the contentious issue of mobilization, Zhorin dismissed the notion of passing responsibility to the Interior Ministry, insisting that the military must lead this effort in partnership with the Defense Ministry. He noted that although draft offices require systemic internal reform, the focus should remain on improving the reputation of the military, professionalizing personnel, and creating transparent, non-corrupt recruitment pathways.
Zhorin provided insight into the success of voluntary recruitment within the Third Army Corps, arguing that the system has not yet reached its limit. By allowing recruits to choose specific units—such as the Third Assault Brigade—based on their professional qualifications and personal preferences, the military can ensure higher levels of morale and performance. He stressed that these recruitment practices demonstrate that when potential soldiers are treated with respect and given agency, the military can effectively draw in the manpower needed to sustain operations without relying solely on traditional, and often unpopular, mobilization mandates.
The discussion also delved into the persistent issue of corruption within the Ministry of Defense, which Zhorin identified as a primary source of demoralization for infantry soldiers. He argued that scandals involving substandard equipment, tainted food supplies, or faulty ammunition actively undermine the war effort and soldiers’ trust in their leadership. To combat this, Zhorin advocates for a rigorous, principled approach to procurement that prioritizes market-based pricing and stringent quality controls. He emphasized that accountability must be public and severe, establishing a clear precedent that corruption will be met with firm punitive measures, which is essential to safeguarding the integrity of military logistics.
Zhorin also spoke on the necessity of personnel changes, defending the right of a new Commander-in-Chief to select a team that can achieve synergy and effectiveness. He likened this to the internal audits conducted within the Third Army Corps, where leadership changes were made to replace officers who demonstrated a lack of competence or responsibility. According to Zhorin, while replacing high-level officials involves complexities—particularly regarding classified or sensitive operations—bringing in a trusted team is a vital step for any leader tasked with strategic-level improvement, provided the personnel decisions ultimately yield results on the battlefield.
Finally, Zhorin highlighted the transformation of military culture, specifically through the adoption of flexible, NATO-aligned command practices. He pointed to the “battle captain” model—where authority is delegated to capable personnel regardless of junior rank—as a significant departure from rigid, Soviet-style hierarchies. By emphasizing decentralized decision-making and the active integration of the non-commissioned officer (NCO) corps into planning, a unit can operate more effectively while reducing the cognitive burden on its commander. Zhorin concluded that scaling these efficient practices across the entire Armed Forces is a process as standard as in private enterprise, provided the leadership actively supports the extension of these effective methodologies to all units.
