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There are many ways that toxic employees adversely impact the correctional environment. It is the responsibility of leadership to ensure that those negative employee behaviors do not go unchecked. Here are a few positive qualities we see in non-toxic staff: 1) they value and align with the mission; 2) they portray excitement for their position; 3) they enjoy learning and show excitement towards growth; 4) they respectfully communicate; 5) they have long-term potential; and 6) they are trustworthy and responsible.

Working in Corrections is no walk in the park. We come to the table with our technical skills and are tasked with learning a whole other set of skills in order to successfully navigate the occupational hazards inherent in the environment. It is critical to our professional and personal success that we are intentional about being learning the ins and outs.

As non-uniformed employees we exist in this weird intersection where we have to be on the top of our game in our particular field of expertise and we also have to be highly engaged in everything safety and security. We have to be vigilant at all times and when we are not the environment can be quite unforgiving. While as an employee you have to do your best to learn the ins and outs of your environment as an institution we also have the responsibility of making sure our employees are adequately prepared to engage in this environment. There are times when we have not safe guarded our staff. We can do better providing direction, motivating and shaping the path forward.

We are in the business of managing risk. Safety and security is our top priority. In some instances policies and procedures cripple the ability of individuals to identify the risks they face, to properly evaluate, communicate and address them. We cannot continue to be an institution that reacts. We have to constantly evaluate the risks that walk through these institutional doors and prepare teams to address them.

There is an age old debate about how much information is too much information to provide to the civilian workforce. There are some administrative directives that prohibit information being shared. However, there is information that can be shared that isn’t always shared. Is it possible for us to break down the barrier that divides us? I believe that it is and it all begins with establishing trusting working relationships with each other.

It’s been a while but I am back! In this episode I am just providing an update on the business and all of the happenings over the past two years. I cover everything from Civilian Corrections Academy to the release of my new book, The Cage Was Her Cocoon: A Journey from Prison Administrator to Entrepreneur.

Many custodial facilities have implemented anti-fraternization policies that regulate contact between staff and inmates. These policies either limit, or altogether prohibit, interactions between employees and current or former inmates and their families. Offenders cannot consent to any relationship behind the wall so this violation will end in termination and possibly jail time, depending on the details. If you are aware of any such relationship you have an obligation to come forward and report it. You never know, you may be doing your colleague a favor.

We are not supposed to have compassion or empathy but we do. We hear the offender stories through our clinical interactions and they can be heartbreaking. We fight the good fight and advocate for treatment, that advocacy is not always supported. Over time, we get tired of fighting, we lose the ability to continue to care and we find ways to disconnect. Folks on the outside just don't know how hard it can be to get programming and introduce new treatment modalities. Sometimes, it is hard to identify but when we do, managers must support the service providers to help mitigate some of the pressure and avoid burnout.

In general, we don't like tense and uncomfortable situations but sometimes, as the leader, you have to engage. Your team needs to know that you have their backs and will stand up for them. There will be times where the leader will need to sit at the table and defend the actions of their team. You cannot be afraid to have those crucial conversations. They not only show your character but build confidence and strengthen the commitment and cohesion of your team. Do not be afraid. Remain professional. Engage.

We all could use some professional development. Individuals who work in Corrections are no different. Unfortunately, there are not many facilities with a formal program available for employees. If you are interested in mentorship, it is important that you identify the person who you would like to serve as a mentor and discuss the possibility of establishing a mentor/ mentee relationship. You also have the option of speaking to your supervisor about this need and asking for some guidance. Know that you do not have to do this alone, there are many people who would be willing to share their experiences and insights.

Change is inevitable. As civilians we come into Corrections with diverse backgrounds, diversity of thought and a willingness to make meaningful contributions. Corrections is built on a traditional, paramilitary foundation that may not be so willing to embrace change. However, when you have done your due diligence and are ready to bring an issue forward Custody will listen. You need to be certain of the systemic implications as it relates to safety, security and the fiscal commitment. You've got this!

Working in Corrections is no simple feat. You need to understand what the internal practices are and what the rules and regulations are. It is possible to navigate these unfamiliar waters with success. Be certain to ask questions and not take anything for granted. Find people who yo can go to for information and build a strong working relationship with. Though your central office is a source of support the ownership is on you to build your facility-based network of support.

Facilities have a lot going on and your staff is not interested in the layers of politics. They want to come in and get their respective jobs done. With that said, as a leader, you need to understand the politics and the impact they can have on your team. It is imperative that you are transparent in your communications and explain to them what is happening. Clarification always seems to work, they may not like it but will understand and respect you. 

Civilian employees bring a wealth of diverse experience and knowledge to the industry. Unfortunately the culture, in some facilities, is not one that is particularly inclusive of civilian employees and their expertise. If adequately trained, civilian employees can be a reliable source of intelligence to support the mission, vision, and goals of the institution. Of this 700,000 employee industry, civilians account for approximately 175,000 unheard voices. How powerful would it be for us to unlock their silence and work together seamlessly to achieve the mission?

Alleyne & Co. LLC understands how challenging it can be to work in the correctional environment, having worked in the environment for almost two decades. Adding COVID-19 to the equation makes it substantially difficult. Our mission is to serve as a resource to civilian employees by providing them with the crucial skills and insights needed for a successful and safe career in the Correctional System. Enhancing professionalism in Corrections; prisons, jails, detention and community services is an added bonus. In this time of prison reform, Alleyne & Co. LLC endeavors to positively influence the mindset of the people who will work directly with the offender population; that impact will go far beyond those who participate in training. This hybrid model of training is a much needed departure from how they have always done it. This training is for civilians by a civilian and not by an officer who lacks the soft skills and ability to relate to the civilian experience.

It can be very difficult as a woman in law enforcement. Sometimes we struggle to be heard and are underestimated. We put a great deal of pressure on ourselves to prove that we deserve a seat at the table and that we add value to departments. Being intentional about my value and contributions was the approach I took.

During this unprecedented time in the world we have a deadly virus spreading behind the wall. To-date, many staff and offender lives have been lost. The environment was created for safety and security, not to manage infectious diseases. Yes, there are a number of protocols that are in place to help protect the staff and offender population but we have never seen anything like this. People in jails, prisons, and detention centers continue to be at extreme risk of infection from COVID-19. More safety precautions are being put in place but the administration is doing all that they can amidst the rising conversation of prison reform.

Fear is a human emotion. Despite this expectation for employees to be able to disconnect from what they see, the reality is that there are things that happen that cause you to pause and feel the feeling of fear. It is not easy managing the vicarious traumas that we are exposed to on a daily basis. As civilians we have to remain situationally aware and never ignore that gut feeling; your intuition is rarely wrong.

When you are asked to write a report, write the report. There is no need to make more of the situation than there is. Incidents happen all the time and you want to make certain that you have accurately recorded all of the details as you saw it. Never compromise yourself or misrepresent yourself.

Connie has been a busy bee, doing her darnedest to make sure that the voice of the civilian is at the table. Connie takes the time in this first episode back to give an update on Alleyne & Co LLC and all the new developments with the Civilian Corrections Academy. An overview of the eight module training curriculum, "A Civilian in Their House", is provided and some updates as to what we can expect from this season. New episodes will drop every Monday for 15 weeks! Join us Behind the Wall!