Executive training for new wardens
Download
1 / 233

Executive Training for New Wardens - PowerPoint PPT Presentation


  • 259 Views
  • Updated On :

Executive Training for New Wardens. National Institute of Corrections. Program Objectives and Overview.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Executive Training for New Wardens' - shira


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Executive training for new wardens l.jpg

Executive Training for New Wardens

National Institute of Corrections


Program objectives and overview l.jpg
Program Objectives and Overview

“This 36-hour program enhances skills in areas essential to effective leadership and administration of a prison. Some of the topics to be discussed include institutional culture, central office relationships, fiscal decision-making, human resources management, media relations, action planning, and self-management.”


Program logistics l.jpg
Program Logistics

  • Program Logistics

    • Housekeeping

    • Meals

    • Your Faculty


Slide4 l.jpg

Group Courtesies

  • Cell Phones on Vibrate

  • Respect All Opinions

  • Everyone is encouraged to fully participate

  • Limit side conversations

  • Allow for humor and fun

  • Honor breaks and lunch times

  • Foster a climate of trust and open sharing

  • Keep our training ours- Limit interruptions


Introductions and expectations in two minutes or less l.jpg
Introductions and ExpectationsIn Two Minutes or Less…

  • Name

  • Agency/Type of Facility

  • Years in Corrections

  • One expectation for the week

  • One thing about you, not on your resume

    i.e., hobby, skill, etc.


Schedule for the week l.jpg
Schedule for the Week

  • Day 1

    • Wellness Assessment

    • Institutional Culture

    • Ethics and Integrity

  • Day 2

    • Fiscal Management

    • Labor and Workforce Management

  • Day 3

    • Generations

    • Central Office

    • Media

  • Day 4

    • Constituents

    • Balancing Work and Personal Life

    • Presentations



Developing a curriculum l.jpg
“Developing A Curriculum”

  • Identifies Duties, Knowledge, Skills and Traits for the position;

  • Development History of the Wardens DACUM

    • 1. Initial Profile

      • October 25 – 26, 1988

    • 2. Validation Profile

      • April 12, 2008


Aligning your report card and the dacum review l.jpg
Aligning Your Report Card and the DACUM Review

  • Categories covered this week

  • Areas of competence versus areas needing support

  • What categories do we want to ensure we pursue in-depth?


Wardens report card l.jpg
Wardens Report Card

  • Utilizing the NIC DACUM Occupational Analysis, score your perceived skills in the performance of the duties and tasks of a Warden.


What s the difference l.jpg
What’s the Difference?

Provide an example of an activity or incident you managed and the difference in your response/decision making in your former position and as a Warden

  • Administer Safety and Security Operations

  • Manage Human Resources

  • Manage the Budget

  • Foster a Healthy Institutional Environment

  • Administer Public Relations



Wellness assessment l.jpg
Wellness Assessment

  • Objectives

    • Make an assessment examining your personal wellness in the context of effective leadership

    • Rate the level of development of personal qualities, values and strengths.

    • Identify areas that you would like to address for improvement


Testwell instrument l.jpg
Testwell Instrument

  • This instrument has been adapted from the instrument known as TESTWELL.

  • The TESTWELL was adopted by the National Wellness Institute, Inc. and is designed to help you assess the status of your own current wellness.

  • It is intended to identify your areas of success and provide you with information to make more positive, responsible choices in your life.


What is wellness l.jpg
What is Wellness?

  • Wellness is an active process of becoming aware of and making choices toward a higher level of total health and well being.

  • Wellness requires your active involvement. It is never static.

  • As you gain more information on what enhances your well being, you can make informed choices for the best possible lifestyle.


How does wellness fit into leadership development l.jpg
How Does Wellness Fit Into Leadership Development?

  • Leaders are people who care about themselves and care about others.

  • You cannot be your best if you do not feel well - physically, emotionally and intellectually.


How does wellness fit into leadership development17 l.jpg
How Does Wellness Fit Into Leadership Development?

  • Leaders are not one-dimensional people.

  • They model behavior and stature which best exemplifies energy, life, others, passion, excitement, intellect and humor; in other words, balance and personal growth or “wellness.”


Testwell instrument dimensions l.jpg
Testwell Instrument Dimensions

  • Physical

  • Social

  • Emotional

  • Intellectual

  • Occupational

  • Spiritual


Physical l.jpg
Physical

  • The physical dimension encourages cardiovascular endurance, flexibility and strength and regular physical activity.

  • Wellness in this areas encourages knowledge about food and nutrition, discourages the use of tobacco and alcohol/drug consumption and encourages medical self-care and appropriate use of the medical system


Social l.jpg
Social

  • The social dimension encourages contributing to your human and physical environment for the common welfare of your community.

  • It emphasizes the interdependence with others and nature. It also includes the pursuit of harmony with your family.


Emotional l.jpg
Emotional

  • The emotional dimension emphasizes an awareness and acceptance of your feelings.

  • Emotional wellness includes the degree to which you feel positive and enthusiastic about yourself and your life, the capacity to manage feelings and related behaviors and the realistic assessment of your limitations, development of autonomy and ability to cope with stress.

  • The emotionally well person maintains satisfying relationships with others.


Intellectual l.jpg
Intellectual

  • The intellectual dimension encourages creative, stimulating mental activities.

  • An intellectually well person uses the resources available to expand knowledge, improve skills and increase the potential for sharing with others.

  • Intellectually well people use the intellectual and cultural activities in and beyond the classroom and combine them with the human and learning resources available within their community.


Occupational l.jpg
Occupational

  • The occupational dimension involves engaging in work in which you will gain personal satisfaction and find enrichment.

  • Occupational development is related to your attitude about your work and your ability to give to others at work.


Spiritual l.jpg
Spiritual

  • The spiritual dimension involves seeking meaning and purpose in human existence. It includes the development of a deep appreciation for the depth and expanse of life and natural forces that exist in the universe.

  • It also involves developing a strong sense of personal values and ethics.




Institutional culture27 l.jpg
Institutional Culture

Objectives

  • Understand what is it and what to look for;

  • Understand the formal and informal power structures;

  • Identify, explore and understand ways to change culture.



Purpose l.jpg
Purpose

  • To explore common expectations as we interact with others

  • To demonstrate the value of personalization, friendliness, questioning and persistence;

  • To provoke a discussion of the cultural expectations within an organization and what constitutes “expected” behavior.


Game objective l.jpg
Game Objective

To collect as many dots as you can on your “Player Card.”


Shall we play l.jpg
Shall We Play?

1. Write Player Card on the top side of the index card and your name underneath the title.

2. You are free to take the next few minutes to decorate your cards with the felt tip pens on the front table.

3. Initial your colored dots for ID

4. You will have 10 minutes to collect as many dots as you can.


Rules of engagement l.jpg
RULES OF ENGAGEMENT

  • Every player must show his or her “Player Card.”

  • A player may only collect one dot from any other player.

  • Players only receive dots if they comply with the “Award Criteria.”

  • Players may not share the contents of their “Awards Criteria.”

  • Players who receive dots are NOT obligated to award one in return.

  • The player with the most dots wins.


Post game debrief l.jpg
Post Game Debrief

  • “What does it take to get a dot around this place?”

  • What is the equivalent of a dot in your organization?

  • How does this organization distribute dots?

  • What are the cues that you have failed to meet expectations?


Agendas l.jpg
“Agendas”

This game reminds us that certain traits like:

  • Friendliness (handshakes, saying hello)

  • Personalization (decorating your card)

  • Persistence (receiving a dot only after being refused)

    Pays off in small and sometimes large ways


Expectations in a culture l.jpg
Expectations in a Culture

  • In any organization, expectations evolve about the way to

    • Greet others

    • Share interests

    • Presents oneself

    • Get things done

  • Because many of these rules are unwritten, we often aren’t aware of them until we violate them or ignore cues



Culture defined l.jpg
Culture Defined

  • Culture is a shared group of beliefs and values that evolve into the norms and expectations for its members.

  • The organization’s personality

    • “The way we do things around here”

  • Formal: Rules and Policies

  • Informal: Unwritten Rules and Practices


Slide38 l.jpg

Learning the Culture in Your New Assignment

Establishing Priorities

  • Identify Critical Management Concerns

  • How did you learn the culture?

  • How did staff take advantage of a change of leadership?

  • How did the inmates take advantage of a change of leadership?

  • What did you miss?

  • Institutional History

    Group Discussion - 5 minutes


Learning the culture in your new assignment l.jpg
Learning the Culture in Your New Assignment

  • Kick as many rocks as you can

  • Make referrals to internal affairs as appropriate

  • Set your priorities

  • Don’t make a lot of changes right away

  • Communicate your philosophy and values


Learning the culture in your new assignment40 l.jpg
Learning the Culture in Your New Assignment

  • Research your new location

  • Ask all the questions you can

  • Be clear that you are only gathering information

  • No matter how good your predecessor was, there are things you will want to change

  • Be aware of the dynamics of staff interaction

  • Recognize the impact of “incestuous” relationships


Learning the culture in your new assignment41 l.jpg
Learning the Culture in Your New Assignment

  • Identify when you will be making changes

  • Identify clean slate or amnesty policy

  • Ensure that we do what we say we do

  • This may well be your best opportunity to change things…

    take advantage of it!


Learning the culture in your new assignment42 l.jpg
Learning the Culture in Your New Assignment

  • Be cognizant of who your predecessor was; they may be a hero, a demon, or your new boss

  • Are there any sacred cows, and how do you manage them?


Learning the culture in your new assignment43 l.jpg
Learning the Culture in Your New Assignment

  • Keep an open mind

  • Be cautious of using your past institution/assignment as the model

    • It may cause resentment and resistance.


Open the envelope l.jpg

Open the Envelope

Institutional Culture Activity


Institutional culture questions l.jpg
Institutional Culture Questions

  • Open your envelope and discuss with table mates

  • Synthesizes the group’s responses into one “best strategy.” This should combine best ideas of the group

  • Prepare to discuss your dilemma and your group’s strategy


Strategies for changing culture l.jpg
Strategies for Changing Culture

  • Identify win/win changes you can make quickly

  • Set the tone and model the way

  • Campaign and consistently communicate your message

  • Audit/analyze what you want to correct

  • Bring stakeholders together

  • Evaluate/formulate policy

  • Follow up



Objectives l.jpg
Objectives

  • Examine the causes, influences and conditions behind ethical breaches

  • Discuss root causes that make the problem unique in correctional environments

  • Determine measures to prevent the ethical problems and create a culture of integrity within an institution


Slide49 l.jpg

Former prison chief sentenced to 8 years in kickback scandal

By RON WORDAssociated PressApril 24, 2007, 4:05 PM EDT

JACKSONVILLE -- James Crosby, the former head of Florida's prison system, apologized for his actions Tuesday moments before a federal judge sentenced him to eight years in prison for taking thousands of dollars in kickbacks from a prison contractor."I am truly sorry for what I did,'' said Crosby, 54."I failed a lot of people. I failed the people who worked for me.''Crosby, a 31-year employee of the Corrections Department, also apologized to current Department of Corrections Secretary James McDonough, who also testified and called Crosby "a cancer'' on the DOC."Corruption had taken roots, vile things were done,'' he said.


Ethics a definition l.jpg
Ethics: A Definition

  • What is your definition of Ethics?

    • Let’s list these on a chart


Ethics a definition51 l.jpg
Ethics: A Definition

  • Organizational - A system of legal and moral principles and values

  • Personal – the choice to do the right thing


Elements of ethics l.jpg
Elements of Ethics

  • Standards to Follow:

    The ability to discern right from wrong, good from evil, and propriety from impropriety

    • Established in writing – code of ethics, rules and policies

    • Established by practice

      • Norms of the culture

      • Modeling

    • Established by personal values and beliefs


A will to follow l.jpg
A Will to Follow

  • Commitment to do what is right, good and proper

  • Internalization of ethics and acting in accordance with them


Maxwell s golden rule l.jpg
Maxwell’s Golden Rule

  • Seek to put yourself in someone else’s place.

  • Can you imagine someone saying “please treat me worse than I treat you.”

  • We all want to be:

    • Valued

    • Appreciated

    • Trusted

    • Respected

    • Understood


3 forms of unethical behavior l.jpg
3 Forms of Unethical Behavior

  • Violations of Trust

    • Incompetence

    • Abuse of Power

    • Lying

    • Favoritism

    • Discrimination

    • Disrespect

    • Silence or Looking the other Way

  • Self-Dealing

    • Bribery, theft, inefficiency, collusion, kickbacks

  • Conflict of Interest

    • Nepotism


Ethical dilemma l.jpg
Ethical Dilemma

  • An ethical dilemma can be defined as an undesirable or unpleasant choice relating to a moral principal or practice.

    • “It’s just the way the system works”

    • “Everybody’s doing it”

    • “It’s just a friendly gesture”


Making unethical choices l.jpg
Making Unethical Choices

  • What happens when people choose convenience?

  • What happens when winning is the most important thing?

  • What happens when your personal preference takes priority?


Making unethical choices58 l.jpg
Making Unethical Choices

  • Can result in:

    • Personal Injury

    • Agency reputation tainted

    • Product or services decreased

    • Career destroyed

    • Code of Silence


The five p s l.jpg
The Five P’s

  • Pressure

  • Pleasure

  • Power

  • Pride

  • Priorities


Pressure l.jpg
Pressure

With pressure comes temptation to cut corners or bend the truth. Evaluate these questions in pressure situations:

  • Am I going to make a rash, emotional decision?

  • Am I going to compromise the truth?

  • Am I going to keep my commitments?

  • Am I going to bow to others’ opinions?

  • Am I going to make promises I can’t keep


Pleasure l.jpg
Pleasure

  • ….or comfort

  • Most pleasures are short-lived and lead to mistrust

  • Love of pleasure (things, money, power or prestige lead to compromise)

  • Runaway debt, bankruptcy, divorce, drug addiction


Power l.jpg
Power

  • People who thrive on power have a sense of entitlement

    • Never say “thank you”

    • They are the institution and take what they want, do what they want when they want

  • It can be dangerous for some who achieve it quickly and easily before they are ready for it

  • Abuse can happen when people forget they have power bestowed upon them for the purpose of service to others


Pride l.jpg
Pride

  • Pride and Arrogance are first cousins

  • Pride is competitive by its very nature

  • It is the comparison with others that makes us proud

  • How can we treat others the way we want to be treated if our preoccupation is to “beat them?”

  • If the goal is to be richer, smarter or better looking than others, your focus is entirely on yourself and your own interests

  • Pride can blind you to your faults, other peoples needs and to ethical pitfalls that lie in your path


Priorities l.jpg
Priorities

  • Whenever someone doesn’t know their priorities, they may find themselves in trouble and liable to make poor decisions

  • If money is your priority, it is what you can get with the money that can lead to unethical or even illegal behavior


Ethics exercise l.jpg
Ethics Exercise

  • In your groups, consider the Five P’s and answer these questions based on the case study provided:

    • Which one or more the five P’s may have lead to the situation occurring?

    • How specifically do the five P’s impact the people involved in the situation?

    • What could have been done to prevent the situation from occurring?

    • Describe how the situation with the staff could have been predicted?


Slide66 l.jpg

Ethical Case Study #1

You are attending a professional conference with a work colleague and you are sharing rooms. You are both married and often socialize with each other as couples.

One evening during the conference you are having dinner alone as she has told you she is having a business meeting. You see your colleague speaking to a male colleague very intimately; they kiss and then walk away. He calls her late that night in the room and you answer the phone – he asks to speak to her and you hear her agree to meet him in his room. She goes to his room and does not return for the remainder of the night.


Slide67 l.jpg

Ethical Case Study #2

You have been asked to participate in an execution process as part of your work responsibilities. You have reservations, but you are reluctant to refuse the assignment for fear of what your supervisors and peers will think.


Slide68 l.jpg

Ethical Case Study #3

Captain Fox is training new correctional officers when the officers begin talking about inmates being the “scum of the earth” and how they were excited to get into the prison to control them.

The Captain says “I’m glad you feel that way, because you all need to know how they feel when we get to push the “buzz” button on the stun gun.” He then says “Any cowards here?” and proceeds to activate the stun gun on each students’ thigh.


Slide69 l.jpg

Ethical Case Study #4

A new HR administrator is hired by the department. Within 6 months, three new budgeted positions are created in the department, increasing the HR office staff from two to five. These positions were not open for recruitment or promotion from within the department. Instead, five new staff are brought in from the outside and place in pay grades two levels above the previous occupants of the positions. Four of the five worked with administrator in her previous job at another state agency.


Slide70 l.jpg

Ethical Case Study #5

The Penitentiary was having serious financial difficulties with physical plant deficiencies and the union had filed grievances on the pay reductions they had to assume due to budget constraints. The facility has a new warden report for work. His first order of business is to increase his office space to take his assistant’s office as a conference room and refurbish both areas with new shades, carpet and furniture.

He then has an “open house” for all staff in the new area, and only the top managers attended. The warden becomes angry that other personnel did not participate and voices his displeasure during a subsequent shift briefing.


Integrity l.jpg
Integrity

  • Practice what you preach

  • Can your staff trust you to do what you say you are going to do?

  • Don’t make promises you can’t keep

  • Avoid hypocrisy


Integrity72 l.jpg
Integrity

  • Be visible in the institution

  • Staff respect what supervisors inspect

  • Use discipline only as a last resort

  • Integrity rests on consistency

  • You model how staff treat offenders by the way you treat them


Warning signs l.jpg
Warning Signs

  • “Everybody does it…”

  • “If it ain’t broke…”

  • “We’ve always done it this way…”

  • Does it pass the headline test?

  • How does it make you feel?

  • Does the same apply to everybody?

  • If it looks too good to be true…

  • What if your family knew?


The midas touch l.jpg
The Midas Touch

  • Treat people better than they treat you

  • Walk the talk

  • Help people who can’t help you

  • Do right when it’s natural to do wrong

  • Keep your promises even when it hurts



Goal setting l.jpg
Goal Setting

A quick and easy acronym to use in setting effective goals is S.M.A.R.T.

  • S = Specific, significant

  • M = Measurable, motivating

  • A = Achievable, attainable

  • R = Realistic, relevant

  • T = Time based, timely


S pecific l.jpg
SPECIFIC

  • Specific goal setting clearly defines the goal. Ask yourself the following questions:

    • What actions are you going to take? Use action words.

    • What do you want to accomplish?

    • Clearly state your outcome


M easurable l.jpg
MEASURABLE

Measurable goals are defined with the ability to track the outcome built into the goal statement

  • How will I know that I have accomplished this goal?

  • What information do I need to measure the accomplishment of this goal?


A chieveable l.jpg
ACHIEVEABLE

Measurable goals are defined with the ability to track the outcome built into the goal statement

  • How will I know that I have accomplished this goal?

  • What information do I need to measure the accomplishment of this

  • goal?


R ealistic l.jpg
REALISTIC

Realistic goals have the appropriate support, resources and time to be accomplished within the timeframe set out

  • Is the goal "doable"?

  • Do you have the resources and support to accomplish this goal?

  • Can the goal be accomplished within the timeframe set?


T ime based l.jpg
TIME BASED

Time Based goals have specific time frames attached

  • What is a reasonable time frame for the accomplishment of this goal?

  • Are there any intermediate deadlines or time frames that need to be addressed?


Presentation expectations l.jpg
Presentation Expectations

  • Goal Plan based on topics presented

    • Action Plan Document

  • Three minutes per participant

  • Sign Up by Wednesday

Examples Include:

Institutional Culture

Labor Management

Fiscal Management


Executive training for new wardens83 l.jpg

National Institute of Corrections

Executive Training for New Wardens

Day 2


Creating and maintaining relationships l.jpg

Creating and Maintaining Relationships

  • WHAT ARE THEY ?

  • WHY DO YOU NEED THEM ?


How are relationships created l.jpg
HOW ARE RELATIONSHIPS CREATED?

  • NAME A FEW RELATIONSHIPS AND THE REASON FOR THE ASSOCIATION:


Two basic relationship principles l.jpg
TWO BASIC RELATIONSHIP PRINCIPLES

  • The extent of the relationship is always based on a need……

  • How they are developed and cared for is

    Associated with it’s reason for existence….


Creating a support network begins with you l.jpg
Creating A Support Network Begins with you…

  • Human Scavenger Hunt

    • Get up and find who….



Fiscal management objectives l.jpg
Fiscal Management Objectives

  • Increase knowledge of budget development and allocation

  • Recognize the challenges in contract management

  • Examine unique problems posed by technology


Do you know l.jpg
Do You Know…

  • How your budget is:

    • Developed

    • Allocated

    • Supplemented

    • Controlled

  • How much input you have?

  • How much control you have?

    • Can you move funds between categories?


Budget accountability key areas l.jpg
Budget Accountability- Key Areas

  • Business

    • End of Year Status, Audit Results, Next Audit

  • Personnel

    • Authorized positions, vacancy and turnover rates, long term leave tracking

  • Physical plant/maintenance

    • Capital, infrastructure and maintenance needs

  • Care and Custody

    • Equipment and Overtime Costs


Contract management types of contracts l.jpg
Contract ManagementTypes of Contracts

  • Medical/Health Services

  • Food Service/Commissary

  • Intergovernmental/Mutual Agreements

  • Prison Industries

  • Work Programs/Crews

  • Rentals/Lease

  • Equipment Service


Pick a contract l.jpg
Pick A Contract

  • Select one of your contracts

  • Complete the following checklist…..


Contract review checklist l.jpg
Contract Review Checklist

Under Your Existing Contracts:

  • What type of training is included/needed?

  • Who is the responsible staff/vendor contact?

  • What is the mandated response time for repair/response?

  • Do you have a staff content expert?

  • Are you tracking cost effectiveness?

  • What hidden costs exist?

  • When/who conducts assessments?

  • Are you operating under expired contracts?


Ensuring contract compliance l.jpg
Ensuring Contract Compliance

  • Understand the terms and sanctions of each contract

  • Be aware of cost benefit requirement and potential legislative mandates

  • Develop a comprehensive monitoring tool if needed

  • Research requirements for vendor deficiency procedures



Information management l.jpg
Information Management

  • Social Networking

  • Telemedicine

  • E-mail – Staff and Inmate

  • Inmate Accounts

  • Visiting – Legal and Personal

  • Cell phones

  • Others…?


Types of technology l.jpg
Types of Technology

  • Information Systems

    • Computers and Software

  • Security Hardware

    • Internal and External

    • Identification Hardware

    • Key Control Systems

    • Less lethal force systems

  • Communications

    • Radios

    • Telephones


Before investing in technology l.jpg
Before Investing in Technology

  • Insist vendors explain technology in plain language and demonstrate the technology at your site

  • Ask about related maintenance costs and possible hidden costs

  • Discuss potential purchases with agencies that already use the product

  • Clarify what type of staff training will be required/included


Use and misuse of technology l.jpg
Use and Misuse of Technology

  • Appropriate uses of technology should be defined and properly communicated to staff

  • Monitor misuses of security and communication technology


Greatest challenges and best practices l.jpg
Greatest Challenges and Best Practices

In your groups:

  • Discuss the fiscal management or technology challenges faced in your agency

  • Discuss innovative methods employed to address these issues

  • Report out on at least one of each



Objectives103 l.jpg
Objectives

  • To identify strategies that lead to improved labor/staff relations;

  • To learn to identify and avoid labor/staff relation pitfalls

  • Discuss the human resource components in corrections to include generations, recruitment and retention, rewards and recognition

  • Develop initiatives to enhance workplace management.


20 top tips for promoting and maintaining positive labor management l.jpg
20 Top Tips for Promoting and Maintaining Positive Labor Management

  • Keep the lines of communication open

  • Understand the entire contract

  • Don’t be quick to respond

    - Do your research

  • Be consistent

  • Avoid Unfair Labor Practices


20 top tips for promoting and maintaining positive labor management105 l.jpg
20 Top Tips for Promoting and Maintaining Positive Labor Management

  • Be Patient - Be Understanding

  • Keep your feet on the ground

  • Try in all cases to work as a team

  • Avoid throwing your title around

  • Hmm...what’s the catch?


20 top tips for promoting and maintaining positive labor management106 l.jpg
20 Top Tips for Promoting and Maintaining Positive Labor Management

11. Reduce it to writing

12. Don’t start negotiations where you want to end up

13. Avoid baiting – Be patient

14. Have realistic expectations

15. Stay focused on the big picture

- the facility comes first


20 top tips for promoting and maintaining positive labor management107 l.jpg
20 Top Tips for Promoting and Maintaining Positive Labor Management

16.Giving an inch doesn’t mean giving a mile

17. Be open to other ideas

18. Stand by your word

19. Don’t take an all or nothing attitude

20. Promote honesty, recognition and respect


Labor management exercise l.jpg
Labor Management Exercise Management

Shall We Brainstorm?



Creating a team that works examining thinking style preferences l.jpg

Creating a Team that Works ManagementExamining Thinking Style Preferences


Teams a definition l.jpg
TEAMS Management: a definition

A specific form of group that is made up of individuals who coordinate their effort to achieve a common purpose.


Diversity l.jpg
Diversity Management

  • Have you ever wondered why…

    • Some groups work well together and others don’t?

    • Some groups are productive and fun to work with?

    • The same person can do extremely well in one job and poorly in another

  • Many of the answers to questions like these are connected to people’s thinking style preferences.


Slide113 l.jpg

CEREBRAL MODE Management

LEFT MODE

RIGHT MODE

LIMBIC MODE


Red this group is good at l.jpg
RED ManagementThis Group is Good at:

  • Recognizing interpersonal

    difficulties

  • Intuitively understanding other’s feelings

  • Sensing non verbal cues of interpersonal stress

  • Engendering enthusiasm

  • Persuading/Teaching

  • Understanding emotional elements

  • Considering values

Interpersonal

Feeling Based

Kinesthetic

EMOTIONAL


Green this group is good at l.jpg
GREEN ManagementThis Group is Good at:

  • Approaching problems practically

  • Standing firm on issues

  • Maintaining a standard of consistency

  • Providing stable leadership and supervision

  • Reading fine print in documents/contracts

  • Organizing and keeping track of essential data

  • Keeping financial records straight

Sequential

Organized

Detailed

Planned


Blue this group is good at l.jpg
BLUE ManagementThis Group is Good at:

Logical

Analytical

Fact Based

Quantitative

  • Gathering Facts

  • Analyzing issues

  • Problem solving logically

  • Arguing rationally

  • Considering financial aspects

  • Measuring precisely

  • Understanding technical elements


Yellow this group is good at l.jpg
YELLOW ManagementThis Group is Good at:

Holistic

Intuitive

Integrating

Synthesizing

  • Reading the signs of coming change

  • Seeing the “big picture”

  • Tolerating ambiguity

  • Integrating ideas and concepts

  • Challenging established policies

  • Synthesizing unlike elements

  • Problem solving in intuitive ways


Forming a team that works l.jpg
FORMING A TEAM THAT WORKS Management

  • Commitment to team purpose

  • Decisions made by consensus

  • A process for managing conflict and creativity

  • Effective communication procedures


Human resources issues include l.jpg
Human Resources Issues Include: Management

  • Regulatory Agency Compliance

  • Performance Evaluation Management

  • Correction and Discipline

  • Employee Assistance Programs

  • Rewards and Recognition

  • Strategic Delegation


Regulatory agency compliance l.jpg
Regulatory Agency Compliance Management

  • Americans with Disabilities Act

  • Family Medical Leave Act

  • Fair Labor Standards Act

  • Occupational Safety and Health Administration

  • Equal Employment Opportunity Commission


Performance appraisals l.jpg
Performance Appraisals Management

What purpose do

they serve? Are they…

  • Stressful and Controversial

  • “Perfect” system elusive

  • Two extremes

    • Genius Certificates (easy way out)

    • The “nobody’s perfect” and there’s always “room for improvement” rater


Correction and discipline l.jpg
Correction and Discipline Management

  • Ensure that staff are aware of policy and procedure

  • Follow the rules: Yours and regulatory agencies

  • Avoid appearance of favoritism

    • Ensure consistency in charges and sanctions

    • Carefully document exceptions


Correction and discipline123 l.jpg
Correction and Discipline Management

  • Respect dignity – avoid public displays

    • Take time to meet with staff privately

  • Recognize the impact of discipline on staff morale

  • Act swiftly on clear evidence, not inference

    • Don’t react emotionally or “make an example”


Fair firm and consistent l.jpg
Fair, Firm and Consistent… Management

This does not just apply to inmates. Staff are not looking for anything more than an equal opportunity to be treated as equals.

Any bias based on race, gender, age, religion, marital status, sexual preference, etc, are Red Flags


Employee assistance programs l.jpg
Employee Assistance Programs Management

  • Critical Incident Stress Management Policies

    • Peer Counseling and Professional Intervention

    • Mandatory Referrals

  • Workplace and Domestic Violence Policies

  • Wellness Policies and Programs

    • Substance Abuse

    • Mental Health Issues



Informal recognition l.jpg
Informal Recognition Management

  • Tangible and Intangible

    • Things versus actions

    • Often does not have to cost money

  • Value something about the people you work with

    • Birthdays, family issues, graduations, career milestones, etc.

  • Celebrating Success

    • Promotions, Correctional Officer Week, Nurses week, Positive Audits, “Just Because…”


Formal recognition l.jpg
Formal Recognition Management

  • Providing Feedback about Performance

    • Length of Service Awards

    • Attendance Awards

    • Service Pins

  • Sends a message about what is valued in the organization


How to reward l.jpg
How to Reward Management

  • State clearly the behavior or action that will lead to reward

  • Supply ample feedback

  • Vary the reward

  • Time rewards shortly after the behavior

  • Change rewards periodically

  • Make rewards visible


Recognition and rewards l.jpg
Recognition and Rewards Management

  • Let’s Brainstorm

    • List all the things you can do to enhance recognition and rewards

    • Record on Flip Chart

    • Did you think of…?


Strategic delegation l.jpg
Strategic Delegation Management

  • Leaders delegate to create time for themselves, achieve the mission of the facility and to promote development of staff


Delegation misperceptions l.jpg
Delegation Misperceptions Management

  • It is not giving an order or assigning a task.

  • It isn’t “dumping” tasks on an employee


Delegation l.jpg
Delegation Management

  • Let’s list advantages of delegating

    • What is it?

    • Why bother?


Strategic delegation is an opportunity to l.jpg
Strategic Delegation is an opportunity to: Management

  • Foster employee development and growth;

  • Match talent with task;

  • Mentors others for the task;

  • Maintain consistent operations.


Delegation is both a process and a condition l.jpg
Delegation is both a process and a condition Management

  • Effective delegation takes practice....

  • Must be pursued conscientiously and intentionally


Two key factors in delegation l.jpg
Two Key Factors in Delegation Management

  • Competency: The ability to do the job

    • As a leader you must assess their skill level in the task you ask them to do

  • Motivation: The willingness to do the job

    • As a leader you must assess their desire to complete the task

      The combination of both will assist you in assigning the task, determining the level of monitoring, setting deadlines and periodic reviews


Obstacles to proper delegation l.jpg
Obstacles to Proper Delegation Management

  • Management Style

  • MINI-ME

  • Risk-taking

  • Fear of Competition

  • Old habits: breaking the cycle of being a ‘do-er’

  • Deadlines

  • Level of Confidence in Staff

  • Sorting out what you can delegate


Make a match how and when do you delegate the task l.jpg
Make a Match ManagementHow and when do you delegate the task?

1. Has the skill; lacks the drive

2. Has the drive; lacks the skill

3. Has the skill; has the drive

  • Has low skill; has low drive

  • Determining level of monitoring

  • Setting deadlines


Introduction to evening assignment l.jpg
Introduction to Evening Assignment Management

  • “Break Out” Pass out scenario

  • Required Documents for tomorrow morning

    • Warden’s Bio

    • Press Release


Executive training for new wardens140 l.jpg

National Institute of Corrections Management

Executive Training for New Wardens

Day 3


Generations l.jpg
Generations Management


Objectives142 l.jpg
Objectives Management

  • Recognize the generations in today’s workplace

  • Understand the strengths, weaknesses and job

    related needs of each generation;

  • Review strategies for managing each generation at work;

  • Improve employee retention;


Shaping your world l.jpg
Shaping Your World Management

  • Generation is defined as the demographic term referring to people born in the same general time span who share key life experiences.


Who s who l.jpg
Who’s Who Management

  • The age-range in the workforce spans five decades and includes four generations


The generations l.jpg
The Generations Management

Veterans: Born Before 1943

Baby Boomers: 1943-1964

Generation X: 1965-1980

Millennial: 1980- present


Generational caveats l.jpg
Generational Caveats Management

  • Persons of each generation have unique traits and characteristics

  • Cultural and regional differences

  • Use this information as you think about your organization

  • These are not absolutes


In today s workforce l.jpg
In Today’s Workforce Management

  • 5% are Veterans

  • 45% are Baby Boomers

  • 40% are Gen X’ers

  • 10% are Millennial


Generations quiz l.jpg

Generations Quiz Management

Who’s Who?


Veterans l.jpg
Veterans Management

…And Money

  • Save, save, save

  • Buy a first home

  • Pay in cash

  • Join the Christmas Club

  • Use lay-away

…On Authority

  • Embrace it

  • Like law and order

  • Function best in structure

    ...Their Work Ethic

  • Work and sacrifice

  • Pride and dedication

  • Job for life


Workplace implications veterans l.jpg
Workplace Implications ManagementVeterans:

  • Are in the job for the long haul.

  • Put their loyalty to their company above themselves.

  • Grew up in a largely segregated and sexist society.

  • Diversity was a new concept in their workplace.

  • Are not only comfortable with hierarchy, chain of command, they prefer it.

  • Respect authority and clear lines between bosses and subordinates.

  • Are dedicated and dependable.

  • Tend to “not rock the boat.”


Baby boomers l.jpg
Baby Boomers Management

…And Money

  • Reacted to frugal parents

  • Spend now, pay later

  • Have plastic and don’t leave home without it

    …On Authority

  • Question it

  • “Don’t trust anyone over 30”

...Their Work Ethic

  • Live to work

  • You are what you do

  • Work ethic = worth ethic

    …About Self

  • Generation of soul searchers

  • Self gratification important

  • Not good at commitment

  • Generation of self-help, Yoga, Meditation


Workplace implications boomers l.jpg
Workplace Implications ManagementBoomers:

  • Loyalty to the job often comes to the detriment of their personal lives.

  • Have a love/hate relationship with hierarchy.

    • On the one hand, they believe in “paying your dues.”

    • On the other hand, they believe in “questioning authority.”

  • Are driven, workaholics.

  • It is not unusual for them to work 50 – 60 hours a week.

  • Were influenced by the civil rights and women’s movement. As consensus builders, they seek equality and fairness.

  • The generation that had first women and African Americans on the job.


Generation x l.jpg
Generation X Management

…And Independence

  • Were latchkey kids, the children of workaholic Baby Boomers

  • Had to become self-reliant, independent

    …On Family

  • Grew up with parents that believed in ”quality time” but found the concept meaningless

  • Many came from homes of divorced parents and two working parents

…About Work

  • Work to live

  • Believe in balance between family and work

  • Don’t believe you CAN have it all

    …About Authority

  • Unimpressed by it

  • Not against it, just indifferent

  • Saw too many “role models” fall off the pedestal


Work implications gen x l.jpg
Work Implications ManagementGen X

  • Will stay only so long as they are learning something.

  • Are about self-preservation. If you don’t hold several jobs early in your career, you’re not competitive.

  • Are indifferent to chain of command.

    • Hierarchy is a meaningless concept to them.

  • Are task oriented.

  • Want balance in their life.

  • Believe in “eight and the gate.”

  • Grew up with great awareness and tolerance.

  • Women in traditionally male jobs raises few eyebrows with this generation.


Millennials l.jpg
Millennials Management

…And Family

  • Had over-involved parents

  • Were the “babies on board”

    …Their Values

  • Closest to those of Veterans

    ...Accountability

  • Least promiscuous of the four generations

  • Embrace diversity and community service

…On Life

  • Confident and hopeful

  • A new demographic: Baby Gap, Pottery Barn-Kids

  • Busy kids, highly scheduled (soccer, T-ball, karate)

    …With Technology

  • The digital generation

  • Plugged in, logged on, wirelessly connected

  • Cyber pen-pals all over the world


Millenials implications at work l.jpg
Millenials ManagementImplications at work

  • Are most like Gen X on loyalty to their jobs. See themselves as short-term worker

  • Believe they must constantly improve and expand skills to advance career

  • Like Gen X, they are unimpressed by rank, age or tenure and

  • Will work diligently if they can have a say in how the work is done and if opportunities exist for innovation and creativity

  • Appear the most “color blind” of the four generations

  • Don’t respect bosses who think they know everything


Managing the generations forming a work team l.jpg
Managing the Generations ManagementForming a Work Team

  • A savvy and inclusive organization will begin to understand its workforce including the strengths and needs of all generations and diversity of styles, behaviors, values and norms.


What do you think l.jpg
What do you think? Management

  • In your groups identify challenges and ideas working with the generations at your facility


Creating a positive environment l.jpg
Creating a Positive Environment Management

A work environment where people behave with a positive attitude, dignity and integrity


Creating a positive attitude l.jpg
Creating a Positive Attitude Management

  • Speak positively.

  • Never trash prior administration, your boss, or headquarters

  • Focus on strengths and positive outcomes


Creating a positive attitude161 l.jpg
Creating a Positive Attitude Management

  • Enlist help getting the message out

  • Improve morale by involving staff in new activities and implementing initiatives

  • Give it a positive spin !


Dignity l.jpg
Dignity Management

  • Everyone wants to be treated with dignity and respect

  • Constructive criticism should really be constructive

  • Show staff how to accept constructive criticism without defensiveness.


Central office l.jpg

Central Office Management


Objectives164 l.jpg
Objectives Management

  • Improve relations between the Institution and Central Office


Managing relationships l.jpg
Managing Relationships Management

  • Lines of Communication

    • Management Expectations

    • Define what the boss wants and how he/she wants it

    • Institutional Operations

      • Unique Mission

  • Warden’s Input

    • May or may not solicit

    • Opportunities to shine


Managing relationships166 l.jpg
Managing Relationships Management

  • Identify informal/formal leaders

    • Determine who has real power

  • Refrain from getting involved in organizational gossip


Managing up the chain l.jpg
Managing “Up the Chain” Management

  • Familiarize yourself with the staffers in Central Office

  • Delivering bad news

    • Timely, calm, full disclosure, suggestions on how to solve

    • Anticipate questions, be prepared to answer

  • Asking for Help

    • Ask openly with sufficient information

  • Living through Change of Administration

    • Anticipate changes will occur

    • Prepare your staff


Feedback from the boss l.jpg
Feedback from the Boss Management

  • Be specific

    • Ask “how am I doing?”

    • How can I improve?

    • Are there specific areas for attention?

    • What skills need strengthening?

    • Are there specific expectations I am not meeting?

  • Conclusion


Boosters and bashers l.jpg

Boosters and Bashers Management

Central Office Role Play


Slide170 l.jpg

  • Booster Management- Argues the positives aspects of the topic

  • Basher -Argues the negative aspects of the topic


Media l.jpg

Media Management


Media objectives l.jpg
Media Objectives Management

  • Learn the basics of working with the media in a reactive mode

  • Discuss established techniques to handle events covered by the media to help ensure proper representation and reduce inaccurate reporting

  • Write a message in the form of a sound bite to prepare for media interviews

  • Practice speaking to an interviewer on camera, critique yourself through constructive peer feedback, and find ways to improve


Who are the media l.jpg
Who are the media? Management

  • Television reporters and producers

  • Print reporters and editors

  • Radio reporters

  • Internet reporters

  • Journal and magazine reporters

  • Wire service reporters

  • Social Media – YouTube, etc.


Who are the consumers l.jpg
Who are the consumers? Management

  • Employees

  • Inmates and their families

  • Local community

  • National community

  • Lawmakers

  • Others such as students, historians and writers


You can use the media to l.jpg
You can use the media to: Management

  • Get the information out

  • Create a win-win situation

  • Promote positive stories that influence public perception

  • Bring attention to important issues

  • Build positive relationships that pay off


Being prepared for the media l.jpg
Being Prepared for the Media Management

  • Stay current on events and issues

  • Keep statistics handy

  • Read, watch, and listen

  • Be aware of recent and pending court decisions


Dealing with central office l.jpg
Dealing with Central Office Management

  • Get to know your Public Information Officer

  • Know your agency protocol for all media contact

  • Report any

    • Potentially newsworthy events

    • Contact from media outlets

    • New developments in ongoing stories


Public vs confidential l.jpg
Public vs. Confidential Management

  • Know what is releasable

  • Know department policy

  • Expect media to have self-appointed “watchdog” attitude


Know your audience l.jpg
Know Your Audience Management

  • Is there a current event or initiative that may slant the story?

  • Are some constituents particularly adversarial?

  • What is the “smoking gun?”

  • Stay away from prison jargon and acronyms

  • Remember that you represent your agency’s viewpoint


Know your material l.jpg
Know Your Material Management

  • Double check the accuracy of all information you release

  • Don’t make subjective statements

  • Only use facts that can be supported with empirical data


Before the interview l.jpg
Before the Interview Management

  • Practice interviewing

  • Anticipate reporters’ questions

  • Keep statistics handy


How do you look l.jpg
How Do You Look? Management

  • Extra change of clothes/blazer at the office.

  • Toiletries/personal essentials available

  • Avoid prints which appear to vibrate on TV

  • Wear minimal jewelry


How do you appear l.jpg
How Do You Appear? Management

  • Be aware of your facial expressions

  • Be aware of your body movement/positions

  • Smile when appropriate

  • Speak fluidly

  • Avoid swivel chairs

  • Don’t wear sunglasses

  • Don’t chew gum

  • Avoid jangling keys


Get organized l.jpg
Get Organized Management

  • Where is the interview?

  • What are the environmental conditions?

  • What is the reporter looking for?

  • When is the deadline?


Getting control l.jpg
Getting Control Management

  • Ask the reporter where you should focus

  • Always assume the microphone and camera are ON

  • Handle interruptions gracefully

  • Stay on topic and only answer questions asked


Staying on message l.jpg
Staying on Message Management

  • Know before the interview the message that you (and the agency) want to get out and the positive way to relate it

    • Repeat as necessary

  • State clearly that while an investigation is underway, many details cannot be shared

  • Avoid belaboring minor or bureaucratic details

  • Correct false “facts”


Avoiding common pitfalls l.jpg
Avoiding Common Pitfalls Management

  • Answer only what you are asked, and you don’t necessarily have to answer the question

  • Don’t repeat a negative

  • Don’t fill in awkward silences

  • Never say “no comment”

  • Stick to key points and talk in sound bites

  • Avoid unclear questions


Bridges l.jpg
Bridges Management

  • “However...”

  • “Let me put that into perspective/context...”

  • “You should also know that...”


After the interview l.jpg
After the Interview… Management

  • Watch, read, or listen to the report

  • Correct inaccuracies

  • Thank the reporter

  • Note what you have learned


Executive training for new wardens190 l.jpg

National Institute of Corrections Management

Executive Training for New Wardens

Day 4


Constituents l.jpg

Constituents Management


Objectives192 l.jpg
Objectives Management

  • Define five main groups of constituents.

  • Develop proactive approaches to working with the constituents.

  • Create an open environment to develop relationships with the various constituents.

  • Recognize the impact of constituents on the day to day operation of an institution.


Slide193 l.jpg

Constituents are defined as internal and external groups that have a vested interest in the operations of the institution.


Constituents194 l.jpg
Constituents that have a vested interest in the operations of the institution.

  • Public

  • Press

  • Politicians

  • Personnel

  • Prisoners


Public l.jpg
Public that have a vested interest in the operations of the institution.

  • Can you list them?

    • Who are they

    • Why do they matter?


Public196 l.jpg
Public that have a vested interest in the operations of the institution.

  • Recognize that the prison is a vital part of the community and often decisions made impact the neighborhood

  • Take advantage of opportunities to market the profession and enhance perceptions of corrections in the community

  • Understand your personal responsibility in providing services and being active to the local community and the public at large


Personnel l.jpg
Personnel that have a vested interest in the operations of the institution.

  • Who are they?

  • How do you view them?


Personnel198 l.jpg
Personnel that have a vested interest in the operations of the institution.

  • Whether dealing with a labor union or individuals, staff is your single most valuable resource.

  • Staff need to see and experience the leader displaying the values that are promoted and expected.

  • Always remember that you are a role model.


Politicians l.jpg
Politicians that have a vested interest in the operations of the institution.

  • Legislators are subject to the strong lobbying efforts of victims’ rights groups, judges, prosecutors and even other state agencies competing with corrections for funds.

  • Develop credibility with the legislators and their staff. Help legislators whenever they ask.

  • Be aware of the “mood” of the legislature and design your programs or budgetary needs in a package that fits into the current political direction.


Press l.jpg
Press that have a vested interest in the operations of the institution.

  • Work at building relationships with the media – don’t just try to avoid them

  • It is in your best interest to give the press information on what is going on at your institution--especially good things

  • Think outside the box when dealing with the media. Everyday occurrences at your institution may not be interesting to you, but it might be to others and can be used as a positive story.


Prisoners l.jpg
Prisoners that have a vested interest in the operations of the institution.

  • Listen to inmates to identify possible problems; making rounds is a good source of information.

  • Review inmate correspondence and grievances carefully upon your new assignment for trends or trouble spots

  • Become familiar with inmate advocacy groups in the area, and recognize your role in dealing with inmate family members


Shall we begin l.jpg
Shall We Begin???? that have a vested interest in the operations of the institution.


Each group is assigned to one of the following institutions l.jpg
Each group is assigned to one of the following institutions that have a vested interest in the operations of the institution.

  • Graywolf

  • Greensleeves

  • Red River

  • Orange Blossom

  • Blue Bayou


Graywolf l.jpg
Graywolf that have a vested interest in the operations of the institution.

  • 958 Beds - Males

  • Medically Infirmed Geriatric, HIV, Mental Health, Dialysis

  • All Custody Levels

  • Staging Unit for Outside Hospital admissions and consultations


Greensleeves l.jpg
Greensleeves that have a vested interest in the operations of the institution.

  • 758 Beds - Males - Unit Management

  • Minimum and Medium Security

  • 200 Bed Protective Segregation Unit

  • Outside work contracts

  • Focus on Vocational Programming and Restorative Justice


Red river l.jpg
Red River that have a vested interest in the operations of the institution.

  • 958 Beds - Single Cell - Males

  • 16-18 Years Old, Violent Offenders Sentenced as Adults

  • Child Nutrition Program

  • Mandatory Educational Requirements

  • Significant Gang Affiliations


Orange blossom l.jpg
Orange Blossom that have a vested interest in the operations of the institution.

  • 958 Beds Entire State Female Population

  • Maximum Security including Youthful Offenders and Death Row

  • Medical Issues - State Maternity Ward

  • Female Crisis Stabilization Unit for Mental Health


Blue bayou l.jpg
Blue Bayou that have a vested interest in the operations of the institution.

  • 758 Beds Males Maximum Security including Death Row

  • 200 cells for Administrative Segregation

  • Exercise 3 times a week

  • Limited Programming

  • Court ordered Law Library with minimum 10 hour access per week


Instructions l.jpg
Instructions that have a vested interest in the operations of the institution.

  • Each table has six place cards with the name of a constituent and the Warden.

  • Each participant will have a chance to represent each constituent group and the Warden.

  • If you are a constituent, you will be given time to create one question for the Warden from your perspective.


Issues l.jpg
Issues that have a vested interest in the operations of the institution.

  • Orange Blossom

    • Inmate Assault (Stabbing)

  • Blue Bayou

    • Inmate Escape

  • Red River

    • Quarantine

  • Graywolf

    • Housing Sex Offenders in Metropolitan Area

  • Greensleeves

    • New Work Crew Project at Local Park


Balancing work and personal life l.jpg
Balancing Work and Personal Life that have a vested interest in the operations of the institution.


Objectives212 l.jpg
Objectives that have a vested interest in the operations of the institution.

  • Identify the long term effects of working in a correctional environment.

  • Identify the effects of stress on the individual (and his/her significant other.)

  • Develop strategies to create better balance between personal and work life.


Attaining balance l.jpg
Attaining Balance that have a vested interest in the operations of the institution.

  • Every manager strives to achieve balance.

  • Attain it, and all those other life- enhancing goals - serenity, satisfaction, and happiness - follow.


Balance means something different to everyone l.jpg
Balance Means something different to everyone that have a vested interest in the operations of the institution.

In general, you’ve found it when :

  • You feel that you are on a rewarding path -professionally and personally - and that you have the resources to cope with whatever comes your way.

  • You have enough time and energy for family, work, friends, and yourself.

  • No one area of your life overwhelms the others.


High risk occupations for stress l.jpg
High Risk Occupations for Stress that have a vested interest in the operations of the institution.

  • Police

  • Firefighters

  • EMT’s

  • Corrections


Traumatic stress l.jpg
Traumatic Stress that have a vested interest in the operations of the institution.

  • Primary Traumatic Stress:

    • Being directly involved in traumatic incidents

  • Secondary Traumatic Stress

    • Dealing with people who have experienced traumatic incidents


Cost of to business l.jpg
Cost of to Business that have a vested interest in the operations of the institution.

  • Over $150 billion per year (Fisher & Associates)

  • $200 - 300 Billion (US Department of Labor)


Table exercise stress examined l.jpg
Table Exercise that have a vested interest in the operations of the institution.Stress Examined

At your tables please list stress as it involves the following

  • Sources of Stress – Two Groups

  • Effects of Stress other than family

  • Effects on the Family

  • Methods to Reduce Stress


Sources of stress l.jpg
Sources of Stress that have a vested interest in the operations of the institution.

  • Longer Work Days

  • Doing More with Less

  • Labor/Management Issues

  • Security Risk Group Inmates

  • Staff Related Issues

  • Political Pressure

  • Prison Litigation

  • Technology


Sources of stress220 l.jpg
Sources of Stress that have a vested interest in the operations of the institution.

  • Constricting Budgets

  • Facility Closure

  • Expanding Population

  • External Stakeholders

  • Crisis Management

  • Diversity Issues

  • Generational Issues


The effects l.jpg
The Effects that have a vested interest in the operations of the institution.

  • Physical Health Problems

  • Cardiovascular/Gastrointestinal

  • Increased Risk of Cancer

  • Increased Rates of Illness in Immune Systems, Arthritis and Rheumatic Disorders

  • Higher Suicide and Divorce (75%)

  • Mental Health and Interpersonal Problems

  • Life Expectancy After Retirement much shorter than that of general population


Effects on the family l.jpg
Effects on the Family that have a vested interest in the operations of the institution.

  • Subjected to unusual stress

  • Competes for time/learns to function independently

  • Start to feel like inmates due to your imperialistic attitude

  • Perceived Insensitivity

  • Leads to Communications breakdowns

  • Creates Emotional Distance


Methods to reduce stress l.jpg
Methods to Reduce Stress that have a vested interest in the operations of the institution.

  • Physical Exercise, Yoga or Massage

  • Switch “gears”

    • Hobbies

    • Music

    • Relaxing

    • Sports

    • Pampering


Methods to reduce stress224 l.jpg
Methods to Reduce Stress that have a vested interest in the operations of the institution.

  • Create some “me” time

  • Get adequate sleep/rest

  • Personalize Work Space

  • Eat properly

  • Develop reasonable schedules

  • Take mini-breaks

    • Exchange humor with co-workers

    • Quick walk during lunch

    • Complete one task at a time


Methods to reduce stress225 l.jpg
Methods to Reduce Stress that have a vested interest in the operations of the institution.

  • Reduce mindless TV watching

  • Limit work on weekends

  • Keep family lines of communication open

  • Make time for primary relationships

  • Pick fun people for friendships


Strategies to balance personal work life l.jpg
Strategies to Balance Personal/ Work Life that have a vested interest in the operations of the institution.

  • Become a Juggler

  • Acknowledge the Spheres of your life:

    • Family/Relationships

    • Health

      • Physical

      • Emotional/Mental

    • Spiritual

    • Social

    • Occupational


Slide227 l.jpg

Work to Live… that have a vested interest in the operations of the institution.

Don’t Live to Work!!


Creating and sustaining balance l.jpg
Creating and Sustaining Balance that have a vested interest in the operations of the institution.


Get started l.jpg
Get Started that have a vested interest in the operations of the institution.

  • Identify what is missing

  • Visualize the ideal state

  • Create a Balance Blueprint


Take inventory l.jpg
Take Inventory that have a vested interest in the operations of the institution.

  • Keep a daily log and monitor progress

  • ID your biggest time drainers

  • ID what’s preventing you from focusing on your priorities

  • Establish boundaries

  • Review daily log for choke points

  • Set Limits!


Make it happen l.jpg
Make It Happen that have a vested interest in the operations of the institution.

  • Make your needs a priority

  • Establish a ‘one in’ - ‘one out’ rule.

  • Build a support network.

  • Adopt healthy habits.

  • Seek humor


Celebrate and reward your success l.jpg

Celebrate and Reward Your Success that have a vested interest in the operations of the institution.


Just do it l.jpg
Just Do It! that have a vested interest in the operations of the institution.

  • Create your personal “Balance Blueprint” for where you want to be.

    • Take 3 minutes to identify one thing missing in creating a better balance between personal and work life.

    • List 3 ways to improve your outcomes


ad