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6 core competencies for correctional supervisors

The development of competent jail supervisors motivates staff, enhances operations and is good for the future of the agency

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Delegate when appropriate!

AP Photo/Chris Carlson

One of the greatest things to evolve in corrections is the attention finally being focused on developing supervisory and leadership skills among correctional facility personnel.

In-service trainings, e-learning, webinars and seminars all focus on developing the jail supervisor, from corporal all the way up to major, or to put it another way, “from the stripes to the brass.” If jail supervisors have competency, professionalism and a desire to better the department at their core, life will be better for everyone – including both staff and inmates.

In the July/August 2015 issue of American Jails, corrections expert Susan W. McCampbell, CJM, lists the 22 core competencies of jail leaders. I would like to share six of those core competencies that should be developed among all correctional facility supervisors:

1. Build and maintain teamwork; mentor and coach others

Teamwork is essential. Jail staff must communicate with and watch out for each other. Resentments can build when a few jail officers carry the load for others.

Mentoring means to be a positive role model – a supervisor that officers would like to emulate. The supervisor becomes the ‘go-to person’ not only for questions, but suggestions and recommendations. If the supervisor gives credit to subordinates for good ideas, positive morale increases.

Coaching means just that, to bring out the best. This core competency will serve the agency and prepare the supervisors of the future.

2. Make sound decisions

Jail supervisors can, like their subordinates, get caught up in the emotions and stresses of working inside a jail. Split-second decisions must be made in situations like subduing an inmate to maintaining order or taking actions to prevent escapes, assaults or suicide.

Making a sound decision means using common sense and experience, and thinking of the underlying theme of every CO workday – to maintain the safety and security of the facility, staff and inmates.

Other decisions are more long term, ranging from post assignments to evaluations to disciplinary actions. Supervisors must make sure that they have all of the pertinent facts clearly at hand, and are able to explain their rationale not only to the ‘troops,’ but also to the higher ups, the ‘brass.’

3. Manage change

One of the fascinating things about corrections is the changes that have occurred over the past several decades:

  • Studies have been conducted about inmate behavior and recidivism;
  • Hardware and security systems have improved;
  • Inmate records management has entered the computer age.

Some officers may resist change, so it is up to the jail supervisor to embrace how the field is evolving and sell new ideas to the troops.

4. Manage power and influence

Managing power and influencing others means being considerate of their opinions and not walking around like a drill sergeant with an attitude of ‘my way or the highway.’

Stripes and bars mean leadership, not dictatorship. If a jail leader wants to have a positive impact, he or she should do several things:

  • Never forget their ‘roots’;
  • Walk around to see how their correctional officers are doing;
  • Listen to concerns and ideas;
  • Thank staff for a job well done.

5. Manage time

Time management means self-management. Subordinates do not want to see a supervisor who is flustered, exasperated and rushed for time. Watch your time wasters.

Delegate when appropriate! Delegation accomplishes several things. It gives subordinates a chance to do a task and prove themselves. It also takes some of the load off of you. But remember, do not just ‘dump’ tasks on subordinates, as this will make you appear lazy.

6. Reduce jail-related liability issues

Jail leaders have to know what actions by jail officers may cause lawsuits to be filed. These situations include:

Leaders use lawsuits, unfortunate as they are, as ‘teachable moments’ in roll calls and training sessions. They know that to get staff’s attention, all they have to do is mention losing one’s job due to a lawsuit and being found liable.

If a jail officer knows inmate rights, they can make sure those rights are met. Understanding the rationale behind those rights can serve as a good defense against litigation.

The jail leader also has to sell to the troops the standards that must be followed from the state boards of corrections, federal standards and from organizations such as the American Correctional Association. Standards originate not only from court decisions and case law, but from practices developed after research and study.

In summary, the development of competent jail supervisors motivates staff, enhances operations and is good for the future of the agency.


Reference
McCampbell SW. Core competencies and jail leadership. American Jails, XXIX(3), 45-49.

Lt. Gary F. Cornelius retired in 2005 from the Fairfax County (VA) Office of the Sheriff, after serving over 27 years in the Fairfax County Adult Detention Center. His prior service in law enforcement included service in the United States Secret Service Uniformed Division. His jail career included assignments in confinement, work release, programs, planning/ policy and classification.
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