Stress in corrections….it cannot be escaped. Whether you work in institutions (jails and prisons), in probation and parole, or in juvenile facilities, stress is something you experience every workday.
Stress is the reaction to demands, called stressors. In corrections, when staff is asked what stress is, the answers are usually uncooperative offenders, shift work, mentally ill offenders, overtime, and so on. These are stressors, and how we react can result in a good day (taking it in stride) or a bad day (anger towards offenders and staff). The beginning of developing a strategy of handling stress is to know what these two things are-stress and stressors.
We have all seen some supervisors, officers and staff take things in stride, remaining calm and dealing with the problems one at a time and not ‘flying off of the handle.’ Many of us, me included, can recall some sergeants or lieutenants making rounds, even during the busiest shifts, and never seem to get rattled. I am not saying that they never get stressed out-we all do. What I am saying is that the best supervisors find ways to cope with stress and not let the hectic, demanding environment of correctional facilities and agencies get to them. They can serve as teachers, teaching us how to manage stress. They know that their subordinates have it rough with overcrowding, special populations, such as the mentally ill, violent offenders, gangs, suicidal inmates, and offender manipulation-just to name a few.
There is no ‘magic formula’ when dealing with stress in any area of corrections. Adult institution officers, juvenile detention staff, civilian staff and probation and parole officers frequently have bad days, and they look to supervisors for guidance for de-escalating tense situations, managing uncooperative inmates, multi-tasking and so forth. Generally, corrections personnel are promoted for their ability to manage the job-which includes managing their stress.
Supervisors Can Help Decrease Staff Stress
There are three things that supervisors at all levels in corrections can do to decrease both their stress and staff stress. Each requires a sense of awareness. Let’s look at each one:
- Controlling Their Own Stress: When one is promoted to supervisor, things change. The people that you worked ‘in the trenches’ with are now working for you. Griping with them about the job and the ‘brass’ is no longer an option. You must, as a corporal, sergeant or lieutenant ‘sell’ the policies and procedures handed down to you to put into effect. If you get handed a directive that you may not like or agree with, your views do not matter. You have to make sure it is carried out.
If you, a supervisor, are stressed out, you add to the unit being unproductive. For example, you are tired, you have worked overtime and are not in the mood to review reports. You want to go home. There are several reports requiring your approval and signature, and if you are fatigued, you may just rush your review. These reports may be about serious incidents. If they are sloppy and inaccurate, they will come back to you-and you may have to explain yourself to a superior. This inefficiency will not help your staff perform well or learn from their mistakes.
Want to reduce staff morale? ‘Take it out’ on your staff. Act condescending and put them down. Oh-and not listening to their concerns, problems and suggestions is a sure way to stress them out.
It is important to note how we react. In the world of the correctional supervisor, this is important, as others see us. If your subordinates see you ‘snapping’ off insults at staff making mistakes, or displaying frustration, and embarrassing them, their respect for you decreases markedly.
- Recognizing and helping stressed-out workers cope with stress: Good corrections supervisors are well aware of what is stressing their subordinates out. The list includes not only dealing with all types of offenders, but also lack of recognition, conflicting roles of the job, being ‘stuck inside’ and lack of input on decisions by the ‘brass.’ They should be encouraged to practice positive coping, such as physical exercise, not smoking, relaxation, spending time with loved ones, and most importantly not holding the stress in. Encourage them to talk to you and other supervisors if they are feeling stressed out. Encourage participation in Employee Assistance Programs (EAPs) and Peer Support programs. Law enforcement marriages can be tense; get your staff to talk to you. Find out what is going on. And-you should follow this advice and practice stress management as well. You and your staff should take advantage of the many available stress management classes, programs, and webinars. If you think the job is getting to you, talk to someone.
- Improving working conditions by enhancing the workplace: The most effective way to improve the workplace in any corrections agency is by supervisors getting around, checking on COs, juvenile detention workers and POs. Ask them for suggestions and input on how to improve things. Say ‘thank you’ and recognize their hard work. Make sure all staff carry equal parts of the load. When scheduling, remember that people need time off, and stagger the workload where everyone works different posts. Do not ‘dump and delegate’ everything to subordinates. One mistake that supervisors make which does not set well with those in the trenches is being a ‘clock watcher’-out the door exactly at quitting time. Subordinates may have situations or questions that need addressed. When they get to their supervisor’s office, the lights are out, and the door is closed. Squad and team supervisors are required to stay, checking reports and conferring with the oncoming shift. But supervisors in other areas such as records, programs and offender services should be available to staff as much as possible, even at quitting time. I was told early on, after I made sergeant, by a senior supervisor that being a supervisor has its unique responsibilities, and one is not going home on time. Support your staff and let the inmates see that you do. Find smarter, more efficient ways to get the job done. Always keep staff safety in mind. Most staff have good suggestions, from equipment to changing procedures to working more efficiently. Listen to them.
In summary, remember that you, as a supervisor, are viewed differently by staff as when you were on the line. Be aware of how you react to stressors. You are human but try not to let the stress get to you. If you have difficulty managing stress, your subordinates will as well.
Always remember that your staff is under stress. Get to know them and find out what stresses them out. Advise them on how to effectively cope and be supportive. Recognize their hard work. Improve the workplace. Be available and listen to your staff. You will be a better supervisor.
Reference:
Cornelius, Gary F. (2024). Stressed Out: Strategies for Living and Working in Corrections, Third Edition. Durham: Carolina Academic Press.
Available from Carolina Academic Press and Amazon.com
1st Lt. Gary F. Cornelius retired from the Fairfax County, Virginia Office of the Sheriff after 27 years of service. His assignments included confinement, classification, work release, planning and policy development and jail programs. He taught corrections at George Mason University from 1986-2018. He teaches jail in-service classes throughout Virginia and has presented training for Lexipol and Justice Clearinghouse. He has authored several books on corrections, including Stressed Out: Strategies for Living and Working in Corrections, Third Edition (2024) from Carolina Academic Press and The High-Performance Correctional Facility: Lessons in Correctional Work, Leadership and Effectiveness (2022) from the Civic Research Institute. He resides in Williamsburg, Virginia.
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