Focusing on low-performing staff promotes success in your team

If you let an underperformer go unchallenged, you are guaranteed lower morale among your higher performers over time

First-line correctional supervisors spend more time in proximity with their teams than many other law enforcement supervisors. With long shifts and regular overtime, the shift supervisor at a corrections facility can have a significant impact on morale, retention and operational success. This article is the second in a series for Corrections1 members that outlines the tools effective supervisors need to lead their team. Read the first article here.

About a month after I was off training, one of my first sergeants sat me down in his office and said, “A team is only as good as its weakest member, know what I mean?” I stated that I understood, and he dismissed me.

I walked out and mentally scratched my head. Was Sarge indirectly telling me I was the weakest member of his team? I felt like I needed some more information to go on, but I wasn’t about to go back and ask what I needed to improve.

Obviously, my sergeant didn’t explain my shortcomings and expected me to figure it out. It was apparent that he expected more from me. I committed to paying closer attention and made sure I was in step with the higher performers in my team.

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