When I first started in my position, after a month of intensive training, I was quite content to settle into my team of library folk to learn and observe. I intentionally didn't take the lead much at first so I could better gauge some of the nuances the environment where I work as well as that of both the staff and offenders. I learned a lot and, within a couple of months of working more behind the scenes, found myself being pushed to step up and take a more active roll running one of the libraries in our facility. What I walked into was a bit of a disaster. The area had previously been left to some rather incompetent staff and things had rapidly devolved into a true mess. Getting things back in order, evaluating work structures and processes and making them much more efficient and effective was simple enough for me, but the new task that I was most apprehensive about was taking lead with the hiring, training, and supervising of the offender library workers.
You see, I had no problems interacting with the offenders in general, much less helping them get the best possible library services. The thing that had me anxious was the fact that I was being thrown into a greater supervisory roll yet again without having had so much as a chance to observe and learn its dynamics. Being also acutely aware of how much of a difference staff interactions (positive and negative) can make in the life and behavior of an offender, this was a position that I did not want to take lightly and most definitely didn't want to mess up - something that made me rather more nervous.
It didn't take me long, however, to settle into the new role. Making the position my own and finding my own pace helped me ease into things and handle the logistical part of the job efficiently. What surprised me though was the new opportunities for connection and even mentorship that I gained as a result. Unlike many of my previous positions where I felt as though I had to fight to even be heard against big personalities and colleagues stuck in their ways of doing things, I found a crew that, though they mostly hid it well, had many insecurities and traumas, and had never really experienced a positive, constructive work environment.
This new perspective was foundational for me, as I began to work to improve things in the library - not just our processes and policies, but how we interacted with people. People - these offenders are people, human beings with wants and needs, trials and joys, just like any others. I became greatly aware of how much negativity was being constantly driven at these humans, from the courts to officers determined to "punish", to unhappy work supervisors who never took the time to set clear expectations or train them for the tasks required. I vowed to be different. Just as I was working to make the library an inviting, welcoming, and positive space, I wanted my leadership style to reflect positivity and provide ample opportunities for learning and growth.
Now don't get me wrong, there are absolutely still offenders who have no interest in learning and engaging in a productive, positive way and are only out to try to use the system to their advantage, but I don't much see how that's any different than any other work environment or community. The key has been to be firm, fair, and consistent - setting expectations and then holding the offenders to them, providing all with opportunities for positive behavioral change and then allowing them to succeed or fail on their own merits and try again the next day, and avoiding all double standards and preferential treatment.
Today I smile fondly as I think back to the day my supervisor told me he was throwing me in the deep end - it was one of the greatest things that could have happened for me in this job. I've had the incredibly rewarding opportunity to teach, motivate, inspire, challenge, reward, show tough love, and most of all engage. That day though, I could only shake my head stunned and ask, "You want me to do what?!"