Providing constitutional care for our inmate population through nursing is challenging and difficult at best. In this time of resource constraints, we are finding more and more line nurses promoted into supervisory positions at the same institution where they were employed initially. Positional authority notwithstanding, it takes special skills to bring staff on board and to collaborate with other departments. These skills are not often found in any textbook or "how to" manual. It takes a person who understands that leadership is about both the heart and the head. Two former line staff nurses will provide some suggestions on how to make the transition easier.
Objectives: Examples will be used to showcase successful strategies for this transition; questions from the audience will be encouraged; methods to improve productivity will be explained.
Moderator: Art F. Beeler Jr., M.G.A., Warden, Federal Medical Center, Federal Bureau of Prisons, U.S. Department of Justice, Butner, North Carolina
Speakers: Sally Maire, RN, Federal Medical Center, Federal Bureau of Prisons, U.S. Department of Justice, Butner, North Carolina; Shondra Stacey, Commander, United States Public Health Service, Federal Medical Center, Federal Bureau of Prisons, U.S. Department of Justice, Butner, North Carolina
Ain't One of the Boys Anymore
- Move form line staff to supervisory staff is difficult.
- Move t supervisory staff at the same institution is more difficult..
- When someone becomes a supervisor, there is no magic want to anoint one.
- Becoming a god supervisor is learned behavior.
Benefits of having been a supervisor is you know where the line staff is coming from because you have been there.
Dealing with the crush of demands created by the shear numbers of inmates your have to provide services. It is easy to become overwhelmed.
If you are managing folks, you should step out of your office and experience firsthand what the line staff is experiencing.
Learned Behavior?: yes. You learn from your former supervisors what you don't want to repeat as well as positive ways of how things were handled in the right ways.
With inmates, a nurse may want to do a hug or a comforting touch of reassurance. In the correctional setting you can't do that. Never take your eye off the fact that the patient is an inmate and you are in a special setting. You have to have a balance between security and being a nurse.
Work with and know the corrections security staff because it is a balancing act and you need to understand both.
- Nursing with in a Correctional setting is a challenge
- Format for caring must be altered with inmates
- Clear and concise communication is necessary.
Working as a team is important and you need to be supportive with staff. They have a life outside the institution which may contain challenges beyond the workplace.
Transition from Staff Nurse to Nurse Manager:
There are leadership courses available. These will really help you make the transition.
Emotions a New Supervisor Will Deal With:
- Stay clam. Hold emotions at Bay.
GREEN WITH ENVY:
You may have staff that sought your job but you won the position. Meet with any protagonist and keep open communications. Meet with them. Use your immediate superior to assist and resolve, if this situation becomes a problem.
"I applied for the job. You got it. No I'm mad!"
ANGER:
Remain calm and listen when tempers flare. You may have to move them to a private place so the two of you can sort it out away from other staff and inmates. Sometimes venting solves the problem. People want to be heard and they want you to hear their concerns.
SABOTAGE???
Can surface from disgruntled or jealous employees.
As a manager, you should be keeping an eye out for advancement opportunities for your staff. Give them a chance to have something to look forward to. Share your
Who does a new supervisor turn to during this transitional time?
- A Mentor
- Staff
- Your Supervisor or manager
Keep in touch with other managers or supervisors in your institution. It can avoid building frustrations and help discover issues that are shared. A managers or supervisors meeting at least monthly is imortant.
Learn coping skills and know your moral values. Ethical issues can arise.
Annual Refresher Training - all staff must go through this training annually in the Federal System.
Correctional procedures, nursing procedures, policy and procedural mandates.
Do Not Try to Be Someone You Are Not!
Rules for the New Supervisor
- Maintain professionalism toward all staff.
- Wipe the slate clean.
- Don't socialize with your staff unless all are invited.
If you have a friend among you new subordinates you need to have a private discussion with the person to ensure that parameters are understood.
Inmates need to know you care, but you will not tolerate inappropriate behavior. Supervisors should know which inmates are potential problems. Age makes a difference in how inmates interact with you. Knowledge is power and communication is important.
Steps New Boss Needs to Take
- Meet individually with each employee
- Establish expectations
- Explain your goals and vision fo your department
- Set high standards for yourself and staff
- Discuss communication
- discuss Accountability
- Practice what you preach.
- Prioritize - What is important for you to see or Do?
- Giving Direction - If they do not know what you want...
- Inspect - For those things which are important, make sure you have mechanisms to inspect. "What gets inspected gets done."
- Develop follow-up mechanisms - Immediate and long-term. The immediate is when a task is process to get it done.
FOR STAFF:
Make sure they see you but don't do or tell them how to do their work. Presence is a very important part of a supervisor's job. Being able to giver expertise; there is a fine line between providing direction and doing the job.
Take care of them - Make sure you do not give yourself any perk unless you can shae with your staff.
Understand thAT with supervision you become responsible for you and your staff.
REWARD GOOD BEHAVIOR
We are in a negative environment, and as such, have a tendency to concentrate on the negative. Take 15 minutes a day to complement people for doing good. This takes effort, but pays off tremendously. These awards probably should not be monetary. A simple thanks or recognition can do a lot more.
STAFF ACCOUNTABILITY
One of the first steps a new supervisor will be when someone does not do as directed or does not meet an expectation.
How do yo manage? Do you discipline everyone?
For some things (such as refusing to obey a lawful order during an emergency) one must discipline.
But for most issues - progressive discipline.
discuss, Counsel, Warn and discipline
Always document - memorialize conversations.
You have to make sure you don't get so involved with the needs of staff that you don't burn out. However, you have to know what your staff does at work. Who works hard and who doesn't and you have to encourage them. Especially on the line level. Sometimes you have to give staff the power to speak to their peers and say they are not holding their weight. If it elevates to a dispute, then you would become involved.
You cant' hold a grudge.
You are no long a peer or a buddy. Develop accountability. Take care of staff whenever possible. Reward bood behavior. (Pat Respect and Care) don't be afraid to ask for guidance.
Blogged by Dr. Allen Moore, JD, APR - Orange County (FL) Corrections Department
