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| S.E.L.F. help for line level leaders |
| By Joseph Bouchard |
| Published: 10/02/2006 |
What makes a leader? Are they born with natural ability to guide others? Or do all have an equal chance to learn and apply leadership fundamentals? Is leadership part innate ability and part acquired skills? Certainly, both sides of the nature or nurture argument have strong proponents. Like the classic chicken or egg question, this query may never be answered.One thing is certain: One does not have to be high in the chain of command to guide others. Many corrections line staff have considerable influence on their peers. Their confidence, reputation, knowledge and hard work are some of the factors that make these de facto leaders an important commodity. Other may follow individual line staff for a variety of reasons. The leader may exhibit proficiency in finding patterns, predicting events, communicating well, or exhibiting calm in the face of stress. No two line level leaders will have identical positive attributes. But they share the common element of capability. Corrections sorely needs line level leaders. These are our grass roots teachers. Without them our agencies would be less organized and more dangerous. Their presence allows for the following: All of this helps fulfill the agency's mission statement. Despite the benefits, this is not without pitfalls for the line staff leader. Unfortunately, not all welcome their honest efforts. Sometimes a colleague or two might create roadblocks and act in an adversarial manner. There is no set way that the thwarting will occur. This ranges from the imperceptibly subtle to the unbelievably ham-handed. It can come in the forms of crippling rumors, conspiracy, and choreographed disrespect. Motives will vary. Jealousy may be an impetus for sabotage, for example. Feelings of inadequacy may inspire back-biting. Whatever the catalyst, this behavior robs corrections of potential leadership, adds stress to supervisors, and perpetuates bullying in the work place. There comes a time in a leader's career when irrational counter actions of others become apparent. Because of this, line staff leaders need to engage in S.E.L.F. help, which stands for Strategy for Effective Leadership Fundamentals. It is a mindset that counters a colleague who would rather not see successes by others. If a line leader becomes beleaguered by critics, that leader spends less time helping others perform well.  S.E.L.F. help is the conceptual framework for a five point concept spelled out by the word ALARM.  Assertive, not aggressive There is a distinction between adhering to your principles and unwieldy contention. At times, it is the vast chasm between tactful confidence and hostile disagreement. The way that you carry yourself during a dispute will dictate how others regard you. For example, if you discuss a problem rather than shout down an adversary, you will be viewed as grounded in rationality rather than a captive to emotion. Lead by example It is one thing to give advice, but quite another to demonstrate that you are willing to follow your own wisdom. Showing that you are willing to perform a difficult and undesirable assignment sends the message of honesty. Actions speak louder than words Don't cut corners. You will lose respect if you are seen violating work rules. What you do is the basis of your integrity. It is easy to verbally claim to work hard and abide by the rules, but it putting them into practice may be more difficult. Reputation Your reputation is a record of what you have done through your corrections career. When others slander your reputation, it is an assault on your career. Mentor Be an effective coach. Peer training is an important tool in showing procedures, building confidence and sowing the seeds of future leaders. Some questions remain. How can one learn and apply the S.E.L.F. and A.L.A.R.M. points? How can other staff find a mentor or become one? How can corrections professionals develop the traits that make a strong, effective line leader? With the S.E.L.F. and A.L.A.R.M. concepts in mind, anyone can gauge the effectiveness of practitioners. Finding them is quite natural for our vocation. We simply need to honestly apply our analytical and vigilance skills. Can all of this be without caveats? Naturally, no. There are some cautions the conscientious line staff leader needs to know: Do not act in the capacity of a supervisor if you are not one. Remember your primary job; Successes can be traced to external factors. Conditions and timing are important. But in the end, one's success is determined by one's actions. This may not conclusively answer the chicken or egg question. But the need for effective line level leaders is indisputable. On the career road, a well-respected colleague will often face rocky sections. Line level leaders need to heed the alarm and understand the concept of S.E.L.F. help. About the Author Joe Bouchard is a librarian at Baraga Maximum Correctional Facility within the Michigan Department of Corrections. He is also a member of the Board of Experts for The Corrections Professionaland an instructor of Corrections and Psychology for Gogebic Community College. You can reach him at (906) 353-7070 ext. 1321 These are the opinions of Joseph Bouchard and not necessarily the opinions of the Michigan Department of Corrections or Corrections.com. |
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