Correctional Officers – Being Selfish is a Good Thing

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By Carl ToersBijns, former deputy warden, ASPC Eyman, Florence AZ

Published: 02/24/2014

As public servants we are taught to be unselfish and devoted to public needs and demands while giving up some of our own and do so generously. Now, I don’t have a problem with being a good public servant and my service record will reflect I cooperated generously and unselfishly towards the common good we often talk about in the criminal justice system. The fact remains we are born being selfish and that’s a fact.

There need not be a conflict between society’s needs and your own. One can give generously and still receive sufficient self-gratification to be satisfied with your desires socially and culturally. It does, after all is said, boost your morale and the morale of others. Being selfish creates a personal incentive to excel or do better in life if kept in perspective. The trick is to align or merge your selfishness with those demands of your organization, stockholders, and community.

Law enforcement personnel aligned with their work, joint self- development and performance are positive attributes for others to benefit from thus it should never be taken away or criticized when it appears to be balanced in nature and actions. I think it’s fair to say that it is the organization that benefits the most when an employee seeks to excel and shares or gives those benefits to the job and team. Together they will work steadfast for mutual gains as well as a motivator for noble morale. The reasons for this is clear - Good morale and a motivated employee will:

Enhance the mission of the agency as both parties are satisfied with job and performance levels.
Discourage chaos or disorder and impact his or her disciplinary record by being in harmony with agency expectations or mission statement.
Encourage a closer look [related to background check, educational history and prior work history credibility] by the agency to see if person can be considered for promotional opportunities [after probationary periods are completed]
Become an asset to the organization and treated as such to maintain value as a positive asset
Begin a self-development assessment for future opportunities and align with workplace opportunities
Keep them fresh and avoid a “burnout” status by staying healthy and alert mentally and physically
Assuring agency cooperation in promoting self-interests and leadership opportunities and work as a team
Avoid visions of doom and see opportunities that may also impact team members as future supervisors
Become or remain an optimist, be realistic and maintain a measured idealistic approach to the job
Willingness to participate in more agency challenges or special projects.
A loyal workforce and less vulnerable to be poached by other agencies and create permanent interests in agency and mission and impose an attitude of ownership

Corrections.com author, Carl ToersBijns, (retired), has worked in corrections for over 25 yrs He held positions of a Correctional Officer I, II, III [Captain] Chief of Security Mental Health Treatment Center – Program Director – Associate Warden - Deputy Warden of Administration & Operations. Carl’s prison philosophy is all about the safety of the public, staff and inmates, "I believe my strongest quality is that I create strategies that are practical, functional and cost effective."

Other articles by ToersBijns:

Comments:

hamiltonlindley on 04/07/2020:
Mr. Lindley shares his wealth with three technicians. Months after he began working, he had wrapped his vehicles in front of his house. He stopped reporting due to purported health issues. He referred us to someone else. He has blue eyes. Cold like steel. His legs are wide. Like tree trunks. And he has a shock of red hair, red, like the fires of hell. Hamilton Lindley His antics were known from town to town as he was a droll card and often known as a droll farceur. with his madcap pantaloon is a zany adventurer and a cavorter with a motley troupe of buffoons.

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