Key takeaways:
- The PEOPLE method offers a practical, relationship-based approach to managing both staff and justice-involved individuals.
- Empathy, consistency, and accountability are core leadership tools that support both program effectiveness and workplace morale in community corrections.
- Modeling the behaviors you expect from others creates a stronger, more respectful culture, whether you’re supervising a caseload or leading a team.
“Life is like a box of chocolates. You never know what you are going to get.” While it would be a stretch to consider Forrest Gump a management consultant, I have discovered this bit of wisdom applies to offender and employee management.
I’ve found that because both staff and clients have the whole “being a human” thing in common, the relationship style, strategy, and techniques that are helpful with offender management are also effective with staff management. Of course, we have to adjust our management style to connect and manage different types of personalities. I’ve found that using the PEOPLE method has helped me in my management efforts:
- Personable
- Empathetic
- Objective
- Professional
- Lead
- Example
Personable
We all know this: People work harder for and respect people they like and who treat them well. This makes the job of a supervisor, case manager, and security staff easier. Think of the last time you wanted to get to know someone you had an interest in. Bring those things you do to start any positive relationship to work every day!
Being personable involves showing clients and colleagues that you are … well… human. I know, I know…. isn’t so easy with everyone we come across. We have all seen it; leading through fear isn’t effective. I’ve found that it gets you “just enough” effort to get the job done, or clients do just enough to stay out of trouble.
Get to know both your colleagues and clients through casual (and appropriate) conversation, and be approachable. Make everyone at work feel welcome; after all, you are invested in their success.
Empathetic
I believe this is one of the most powerful tools: Really understand what others are going through—their challenges, emotions, and aspirations—and demonstrate a desire to help them through. I’ve found this isn’t so hard when I genuinely feel empathetic towards someone I am listening to. But what about the times when we don’t? I’ve found that if I just try to understand where they may be coming from, I can find a way to be empathetic.
Empathy is a tool used in Motivational Interviewing and is especially effective when working with clients. In training, we talk a lot about empathy, when and how to use it. For example, when a client complains about the program's rules, it’s easy to feel frustrated and want to remind them that they are the ones who put themselves there.
While this is true and sometimes important for them to remember, if the goal is to get them talking and working on goals for their future, an empathetic statement is often more effective. “I understand you are frustrated with that rule. This program can be very difficult, and I’m sure it can feel overwhelming at times. The rule is important for this reason…. Is there anything I can do to help you through this?”
It’s the same when providing leadership with staff – after all, supervisors are the best model for this behavior to help case managers and security staff see it in action in their own worlds. Have you ever had staff disagree with a certain policy or procedure, and get into a complaining streak? Comes with the territory, right? I am guessing anyone who has been a manager can relate to feeling defensive and frustrated with staff complaints.
As with most human frustration, listening and trying to understand their point of view can often be all they need. Helping them understand the reasons for some of the policies or expectations they are complaining about is the next step. Using empathetic statements throughout, “I can understand why this expectation is hard for you; you have a lot on your plate. What can I do to help you through this?” Of course, if there are some dated policies and procedures that need attention, we can also use this energy and passion to help lead the effort for change, right?!
When dealing with an important [new] policy or procedure, we don’t have to give in to be empathetic; it doesn’t make us weak leaders. We can hold the line while acknowledging how others feel about it.
Objective
Not allowing our emotions to get involved in decision-making is easier said than done. We have to take a step back and make sure we aren’t letting emotions get in the way of good decisions. I know some of my worst decisions have been when I failed to realize this truism.
In training, I often see staff openly admit to times they’ve struggled with this. The difficult client makes a request, and it is denied without thought. The easy-going and likeable client makes the same request, and it is approved without thought. These staff said their solution was to bring requests/client issues to the team when they need to monitor their own objectivity.
This is a great approach. If we have strong emotions about a decision, running it by someone else can help make sure we are thinking it all the way through. I hope I remember this the next time I jump to a conclusion based on emotion!
Professional
I think everyone has a vision of what professionalism looks like. It’s not just a suit and a tie; it’s mostly about being polite, reliable, skilled, and knowledgeable.
In community corrections, I’ve found that having a sense of humor is a must to keep ourselves sane. Have fun at work AND work hard. Be willing to lighten the mood, gentle ribbing, and wisecracks… but remember who is learning from our behavior.
Don’t we parents put our best foot forward in front of our kids? Integrity and ethics are mandatory in this field, so we must always keep these elements present so that we can model them for our clients.
Lead
Providing direction and inspiration. Show passion. When I start to feel burned out, I work to rekindle what gets me excited about working in this field. If we aren’t excited about what we do, others won’t be either.
Most people can think of a person in their life who made a huge impact on them. As supervisors, we should strive to make a positive and memorable impact on our colleagues and clients. This topic could easily be its own blog post.
As leaders in our agency, we should invest time to look at stories, books, and advice from great leaders. Pay attention to what other strong leaders are doing that works. They can give you some new ideas and renewed inspiration.
Example
Don’t be a big fat hypocrite (yes, I have had to bust myself doing this “once or twice”). If we expect results, we have to produce them when it counts… not just when it is easy! Important people are watching, we need to show the “PEOPLE” qualities we desire from those around us. Guess what? We will make mistakes even with our best efforts, as I have. When mistakes are made, I just take ownership of them. People respect that. And, honestly, it is easier than all of the other choices.
When I train front-line staff on this topic, I remind them that the clients often know the staff rules better than the staff do. Clients are watching. For example, if I come to work on the weekend out of dress code because my supervisor isn’t there…. yeah, that's not the right message. If we don’t show in our actions what is important to us, we can’t be surprised when it doesn’t show up among the people around us. Set a high standard—it pays off.
Frequently asked questions (FAQs)
Here are a few common questions about applying the PEOPLE method to managing clients and staff in community corrections.
Can the PEOPLE approach really work for both clients and staff?
Yes. The PEOPLE method is built on foundational relationship skills—things like consistency, respect, and accountability. These principles apply regardless of role or title. People respond well to clear expectations and being treated with dignity, whether they’re on your caseload or your team.
What if empathy doesn’t come naturally in a situation?
Empathy doesn’t require agreement—it requires effort to understand. When empathy doesn’t come easily, focusing on the other person’s perspective can help. Even small acknowledgments like “That sounds difficult” can help open communication and defuse tension.
How can I stay objective when I’m frustrated?
Pause and assess your response before taking action. If your reaction is emotionally charged, involve a colleague or supervisor to help review the situation. Objectivity improves when decisions are made with support and clarity, not urgency or emotion.
Does trying to be personable with staff or clients weaken my authority?
No. Being personable means being approachable, not unprofessional. It helps build trust and collaboration. When paired with consistent boundaries, it actually reinforces leadership—people are more likely to follow someone they respect and relate to.
Walk awhile in their shoes
When I train new staff on this and coach them in developing their management style with clients, I constantly draw the parallel between managerial staff and their role as "managers" with clients. I find the “put yourself in their shoes” phrase is always a great go-to (not just at work but in all my interactions). Why wouldn’t we manage clients in community corrections with the same respect we desire from our own managers?
I’d like to think I’m at least a little smarter than Forrest Gump, but I can’t say it much better. Every person we encounter will present us with a slightly different personality, different strengths, and challenges. Just when I think I have everyone figured out, I find out I don’t. Using the PEOPLE method has been helpful in my management efforts, and I hope the colleagues I’ve trained find it helpful in managing a rewarding yet challenging group of clients.
