With a string of women being promoted to corrections' top positions in recent months, the message might be that a new type of leader has arrived. But for every one woman who makes it to the top, there are two that are left trapped under the glass ceiling, according to those who have lived this scenario.

"It's probably one of the most difficult non-traditional careers to be involved with [as a woman]," said Evelyn Bush, Correctional Program Specialist at the National Institute of Corrections for the Executive Leadership Training for Women program. Bush, who was also a former Deputy Director in the Connecticut Department of Corrections speaks to the women who attend the NIC training from experience.

"What we have is a gap between when women come in and then when they are appointed to leadership. The question is how long is the sustainability?" said Bush.

The reasons for women lagging behind in correctional leadership positions are multiple and are what NIC has tried to address in its training of executive and mid-level women managers. Issues of being the only female in the executive operation, not having experience with the political networking that must take place, and getting into the management cycle late because of family obligations are only a few of the barriers for women in corrections.

When the NIC held its first executive leadership program for women in 1994, the consensus of the group of women - who had experienced some or all of these issues --was that they were tired - tired of waiting for a promotion that might never come.

"The average time for that group was a minimum of 15 years in [the business]. I can look at that picture [of that group] today and tell you several are still deputy commissioners, several are retired, and several have gone down in position - which happens and is acceptable. The average thought [then] was, I just don't think I can do it. I don't think I can sustain myself in this loneliness and isolation."

According to Bush, many women who have risen to upper-level management understand that they have to "master uncomfortableness in the male operation" of corrections and wait out their turn - which can include steps back to lower positions as the commissioner above them changes with the political tide.

The NIC's programs intend to offer women in the field strategies for making advancement happen for themselves and other women in their organizations.

"We started this program and the cry was, 'I wished I had this earlier,'" Bush said.

Understanding the Barriers

As part of the initial curriculum development for the training program, the NIC began a relationship with George Washington University to investigate further why women in corrections end up where they do.

According to Bush, the research showed that men and women differed significantly in their timeline to leadership.

"Women don't get the relative experiences that men do and girls already leave high school being behind. Instead of being in charge of the function, they are in charge of the decorating," she said.

The study also determined that almost all women who did get into leadership had some sort of intervention to help them rise to the top.

"We looked at what that intervention at the upper management level was. Some of the success factors [included having] help from above. Somebody reached down," Bush said.

Mary Ann Saar, Secretary of the Maryland Department of Public Safety and Correctional Services, said she had the assistance of several people along the path toward her current position.

"There were a couple of people who were able to advise me, but also give me the opportunities to move forward," said Saar.
 
One of those female mentors was a judge who happened to be Saar's neighbor when she was a prosecutor.

"When I was discouraged about how women attorneys were being treated, she helped talk me through. She told me the only thing I had to be willing to do was take risks. You can't go through [your career] being protected or you'll never move forward," she said.

Another mentor was former Maryland Governor William Schaefer. When he was Mayor of Baltimore, he called on Saar to be director of the city's Coordinating Council on Criminal Justice after her boss - the state's attorney - lost his election bid.

"He's been a mentor through all the terms as mayor and when he became governor he made me the Director of Juvenile Services," she said. That helped move Saar into a new level of leadership.

In addition to networking and finding a mentor, women in the field need skills for  functioning in a primarily male-based profession.

NIC's program for those in mid-management helps participants to develop strategies for long-term success including team building and how to be a part of the overall management group before they get there.

"It's hard to say you are part of the team when you're not a part of the boys' conversation. You walk in and they are having a conversation at the front desk, so we help people develop strengths to operate in that," she added.

Saar said that she had to steel herself against suggestions by men around her that she was not capable of doing the job.

"Even when I became the deputy state's attorney [in Maryland], I was the first woman to hold that position and there were several men who said they would rather quit than work for me. I have since seen these gentlemen who said wished that I was back," said Saar. "Sometimes it is lonely. The other piece is you can never ever let someone make you think you are second class citizen because you are a woman."

In order to get to the upper layer of management, women have to understand the unique challenges they face.

According to Bush, a woman's obligation to her family is often a barrier to advancement - and one that needs to be navigated carefully.

One example is the need to change location in order to take a promotion in corrections.

"Commissioners uproot their families [often] but it's not as easy for a woman to walk in [to their family] and say we're moving," said Bush. "It's not as uncommon for a man because he is presumed to be the breadwinner."

She added that some states make it mandatory to move for such promotions as captain. And, if a woman cannot or will not move, then perhaps her chances for further promotion are diminished.

What also makes corrections different is its 24/7 operation and the fact that someone has to be on the job all the time. If you are promoted, Bush said, often you must go in on a second or third shift, which can be difficult for a woman with children.

"Your schedule becomes so inflexible as far as the organization is concerned and you are expected to pay your dues," she said.

As a result, some women wait before they make their move upward.

"Some women don't even choose to promote until their children are of a certain age.
We get in late because of that. We have choices that hold us back. They are personal choices and we accept that, but there is another group [up for those jobs] that can be more flexible," Bush said.

Saar said that she was fortunate that her family could take care of her young child as her career took off. She also notes that some women are willing to make the day care sacrifices that give them more flexibility when promotions come around.

"It does factor in for many women, ...but there are a lot who go immediately and find child care options and carry on," she said.

To enable more women to move upward, the NIC sets out challenges for discussion.

"If women and minorities are going to dominate by 2020, then the traditional systems will have to [step back]," said Bush.

Personal Growth and Strength

NIC's training for women also hopes to provide support and promote self-awareness for the participants.

"The research says that because women operate in a continuum of personal and professional thinking, we [need to] give them some clarity about their personal growth," said Bush.

Women in corrections must first have a strong sense of self to get through the early days of their career. With two groups of males "coming at you" as an officer, a women might adopt a certain approach to her position, Bush said. Then, later, as a supervisor a totally different strategy may be appropriate. To get through this, a woman must be strong and now herself.

"When you enter this career you work really hard to blend in, you play down everything that makes you a woman. You are turning yourself into a schizophrenic. The more you do that as an officer it works, but as you become a supervisor, then people start to question your femininity. Now you are an emotionless person that puts up an armor to do the job," Bush said.

According to Judi Benestante, a Regional Administrator for the Windham School District for the Texas Department of Criminal Justice, the issues women face in corrections also show up in educational circles.

As a result, she has devised strategies for succeeding as a wife and mother -- still having the career she wanted in administration.

One of those strategies is achieving life balance through self-knowledge

"Knowledge plus action plus reflection equals balance. The more you know about yourself, that has an effect on those around you," said Benestante, who recently presented a program on work and life balance for the American Correctional Association's Winter Conference.

Benestante said women and men should understand the four quadrants of their "house" and strive for balance in each in order to be effective and fulfilled in their professional life and at home.

There are four rooms, the spiritual, emotional, mental and physical. In presentations that Benestante conducts for staff, she asks participants to draw their "house" relative to the time they spend in each "room."

"You know when you are out of balance. Women know by looking in the mirror. Men [on the other hand] pretty much feel good all of the time. Their approach to life is very different," she said.

Women especially need to understand these differences and work with them as they strive for success.

"We take ourselves way too seriously. You have to have a sense of humor about yourself. [For example] I can stress myself totally out [about my job] without any help from anyone else," she admits.

Women in corrections and in other fields should also be cognizant that the cards can be stacked against them and work to help each other achieve success and break through those barriers.

"We say we are terminally female. I always feel like I am equitable in my work, but women have to do it more and do it better to be recognized," Benestante said. "Part of the issue is our inability to mentor other women. There are studies out there that we do not help each other as a rule. We're very competitive with everyone and other women."

The NIC training works on these issues as well and helps women consider ways to organize a vision and a mission for success. A part of that is bringing others along with them.

The NIC promotes the idea of executive women mentoring other women lower in the command structure to increase their chances of promotion.

"We talk about what is their obligation to be mentors and to see [other women] improve and develop," said Bush.

According to Saar, who is involved in an organization to develop women in multiple areas from business to the public sector, mentoring is important, but not always practiced.

"There are two categories of women those who have the "queen bee syndrome" -- they don't want to reach down because they want to be the special person in that category. Then the other ones who know what they've been through and make a conscious effort [to help other women]," said Saar.

Aside from mentoring, women on their way to the top need to be able to develop support systems once they get there - as a part of sustaining their position.

Starting in July, the NIC will pilot a spin-off of the leadership training for women that addresses this.

 "If you are lucky enough to be a deputy commissioner, then nine out of 10 times you will be the only woman. You are at the executive table but you need an ally, someone who understands your values and beliefs to support each other," said Bush.

The new training asks women to bring with them to the training someone - be it male or female - who they consider to be that support.

Even with all of these tools in their bag of tricks, women must also have an internal strength and desire to reach the top of one of the most difficult, male-dominated fields.

"What you do have to do is make sure you stay true to your own values and you fight for the right thing. That's how you move forward," said Saar.

Resources:

NIC's Executive Leadership for Women training:
http://www.nicic.org/Services/Supplemental/TrainingDetails.aspx?recordID=73

To reach the Maryland Department of Public Safety and Correctional Services, call 410-339-5065

To reach Judi Benestante, email judi.benestante@wsdtx.org