“They don’t want the shot? F*ck ‘em, kick ‘em out.” This has been the literal, verbatim reaction from many leaders across the Department of Defense in recent weeks. These leaders, in their haste to achieve metrics, have lost sight of the “why” of the vaccination in the first place. The repercussions of this lack of empathy are likely to extend far beyond the vaccination and into many other areas of service life if not addressed immediately.
“I am ready to leave the Army over this.”
I heard these words from a fellow service member with whom I’ve developed a close professional relationship. These words were spoken regarding a deeply held objection to receiving COVID vaccination on very personal, very real, moral grounds. This person in particular is among the most talented within his skillset, is combat-proven many times over, and deeply devoted to our Army and the Nation. As his Commander, I have been given a lawful order to ensure he is vaccinated in accordance with the SECDEF’s guidance. So with an obligation to follow orders, but also to place “people first” as the CSA has made a clear priority, how does a prudent leader proceed?
Oftentimes, when I am facing a dilemma I am simultaneously tested as a leader with others seeking guidance on the same topic. Shortly after the above interaction, a half- dozen peers and former subordinates contacted me about how to approach similar situations in their own units. Perhaps it’s easier to give advice to others than to give it to yourself. Ultimately, my modest suggestion to them, and to anyone who would listen, is: execute with empathy.
The Department of the Army, and by extension the Department of Defense, doesn’t have feelings. It is by necessity a huge, bureaucratic machine that feeds, without emotion, on a steady diet of data and statistics- often conveyed on Powerpoint slides and derisively referred to by staff Officers as “chicklets.” Charlie Company has 9x soldiers overdue on DD93 (red chicklet). Alpha Company qualified 4 of 4 M249 gunners (green chicklet). Bravo Company had three missed appointments last week (amber chicklet).
Leaders at all levels go to work each day to do battle with the chicklets. Green chicklets (usually indicative of greater than 90-95%, depending on the subject) are good. Red chicklets (usually indicative of less than 70- 80%) are bad. With taskers, emails, texts, and last-minute scrambling, this unglamorous exchange occurs in thousands of units around the Army every day as we juggle the “no-fail” missions with the stuff that can afford to wait.
In the past two weeks, I’ve seen Army leaders put readiness and relationships at risk by treating this COVID-19 vaccination as just another chicklet to be conquered.
Of course we are going to accomplish the mission. But the manner in which we accomplish it matters. Refer to the recent evacuation of Karzai International Airport if you seek anecdotes. We, the Armed Forces, have faced an emotionally charged month to say the least. It’s been a time when even the most loyal soldiers are questioning the wisdom and rectitude of their superiors. Maybe this is an opportunity to lead with compassion. It is also an opportunity, if we screw it up, to reinforce the narrative that the “higher ups” only care about making themselves look good at any cost.
First, Listen…
We owe it to our soldiers to hear their concerns, address their hesitations, and attempt to educate and/or reduce stress. It’s entirely reasonable for soldiers to be freaked out. They are inundated with conflicting information on news sites and social media, not to mention the self-proclaimed experts at family dinner tables. Frankly, given our history soldiers have a precedent for concern that the U.S. Government might endanger our well-being for mission requirements. Look no further than Agent Orange, Gulf War Syndrome, asbestos exposure, burn pits, and not a few other examples. I am not equating COVID vaccination with exposure to Agent Orange, but it is an understandable line of logic that we should address with our soldiers.
The point is that belittling their concerns and threatening them with immediate separation doesn’t remedy the problem. Conversely it may serve to escalate it. You want to talk about resilience? This is a great opportunity to build some through personal engagement.
I specifically remember the cadre at Airborne School. They impressed me during my three week stay there many years ago. For the first two weeks of the course, they were some of the wittiest and funniest NCOs I had ever seen. But the moment we stepped foot on that first airplane for jump week, all the sarcasm, joking, and machismo ceased. It was as though a switch had been flipped. These gregarious trash-talkers became calm, focused, and intensely professional. Even their eye-contact conveyed a sense of control over the situation. They knew that it was their responsibility to proactively de-escalate a predictable and palpable stress level simmering among the students.
We have soldiers who are truly and deeply affected by a sweeping vaccination mandate. If we refuse to acknowledge this, we abdicate our responsibility. Counterintuitively, it reinforces an atmosphere of hysteria, not order. If your child has an emotional fear or concern, it is your duty to teach, reassure, and explain. You do this to build them up and make them more resilient. Aren’t our soldiers worthy of that same commitment?
Then, Take a Tactical Pause
At the time of writing, leaders haven’t published clear guidance regarding exemptions, processes, deadlines, and authorities. There is more time still before many installations will receive the FDA-approved vaccine and are in any position to administer at scale. If we front load those with no objections, my money is on “green chicklets” in no time. This equates to following orders while creating reaction time and maneuver space to deal in good faith with the outliers.
Some units have rushed into this, imposing immediate and arbitrary deadlines. Now they face the unenviable situation of following through on their threats. They will separate several dozen high-quality soldiers, not readily replaced. Alternatively, their other option is to blink or balk, which now gives the appearance of conceding to mutinous demands. The XOs and S3s out there should be generating and preserving options for their commanders, not helping to paint them into a corner.
Engage and Educate…with Humility
The Army calls us to engage and educate our soldiers. They charge us to do so with facts and wisdom to the extent that we can provide it. As a devout Catholic, I was concerned to hear rumors that elements of the Pfizer and Moderna vaccine trials involved the use of aborted fetal cells. I did a great deal of research using trusted scientific and ethics sources. As a result, I came to the rational conclusion that even as a profoundly pro-life Christian, I can receive the vaccine with a clear conscience as an objective good. I would encourage those with similar concerns to consult the published findings and ethical guidance such as those offered by the National Catholic Bioethics Center at https://www.ncbcenter.org or similar institutions.
If I, a well-informed Commissioned Officer with a halfway decent education can struggle with whether or not these vaccines constitute a moral challenge, why would I be surprised for it to be so for others?
Finally, Hold the Line
Once we exhaust all avenues and the only remaining option is “comply or separate,” we have an obligation to carry out our orders to the fullest extent. At every turn, we need to be open and honest with our soldiers. Refusal may indeed require these soldiers to separate from the service. We must ensure they understand the gravity of their decision. But we never cease to deal with these men and women as Soldiers worthy of dignity and respect, even if it means somberly walking them out to the main post gate and shaking their hand as they depart. Demeaning their convictions is as much an affront to their individual dignity as any racist or sexist remark. It’s damaging to the team, to the individuals, and to our own authority.
One of my favorite TV characters put it best. “Now, we have laws, and they are difficult and they have to be enforced and it’s right that they’re enforced. But we do not *strut* ever.” (Leo McGarry, “Shibboleth,” The West Wing, 2000) It’s my impression that we have some folks out there in authority who are not simply complying with orders – they are getting off on it. We would be better off getting rid of those folks long before we separate those with vaccine qualms.
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Make no mistake – this article is not advocacy for vaccine protests. I had legitimate questions. I did substantial research from non-profit sources. Ultimately, I received my vaccination the first day it was available at my installation. I truly believe that the order to vaccinate the force is necessary and good. If your sources make money off of scary headlines and clickbait, try reading “.org” or “.edu” websites. Maybe it will provide a fresh perspective. Confirmation bias is one hell of a drug. Proactively work to keep an open mind about what you read, no matter where you read it.
Neither is this an argument for protracted discussions on every lawful order. The Army is not a democratic institution. When the boss says “take that machine gun nest,” it’s time to get moving with grim determination. We follow orders, even unto death. But the men and women who have to do the fighting, killing, dying and suffering might just be more likely to do it for a commander who takes time to give a crap about their concerns.
It takes an extraordinary amount of moral courage to walk away from a profession and a pension over a personal belief. This is especially true when it’s done quietly and without publicity or notoriety, as in the case of my friend at the intro. Such courage is worthy of our respect, even when our conclusions diverge. Keeping that kind of courage around should be one of the highest demands of our calling. I don’t think we are in such a comfortable position as to be pissing away qualified, competent, good-natured soldiers without so much as a second thought. It should absolutely not be a joyful experience.
Take the five or ten minutes and listen to your joes. Calmly explain what is expected. Help them through the processes, whether it be vaccine compliance or even UCMJ proceedings. And when the time finally comes for choosing, as it eventually will, don’t bully them. LEAD them.
Maj. Jeff Hayes is the Commander of A/1-145th AVN REGT at Fort Rucker, AL, which includes Aviation CCC and the Aviation Warrant Officer Advanced Course/Advanced Warfighting Skills. He has served as an OH58D and AH64D Aviator through multiple assignments.