Effective internal communication is a leadership imperative in corrections

By Colin May, M.S., CFE, 3CE, INCI

The stories are everywhere — “County corrections budget slashed,” “Jail struggles to keep officers,” “State closing prison.” There is a lot going on in the corrections world. For leaders at all levels, it is important to acknowledge the challenges and opportunities that correctional agencies are facing. As part of a strategic approach to communication, executives, wardens, jail administrators, and managers need to prioritize internal communication with staff, employees, contractors and volunteers.

Being strategic

Typically, most agencies think of strategic communications as solely consisting of media relations, but the actual definition encompasses five types of communication:

• Employee and family communications
• Traditional media relations and public affairs
• Social media, listening, and online engagement
• Issues management
• Crisis communication

This article focuses on internal communications, since employees constitute the most important asset of any organization, although all of the concepts can be applied to each of the five types of communication. Because of their extensive knowledge and experience, employees can be excellent ambassadors for the agency. Having a two-way communication strategy is vital, since they have important information to convey to leadership — their input is especially important during times of change.

Corrections is an extraordinarily complex part of the criminal justice system, often seen as an afterthought. But it is a vital public institution, focusing on security and education, law enforcement and healthcare, vocational training and community re-entry. Therefore, it is imperative that correctional leaders also see internal communications as a complex and vital component of their broader leadership portfolio, one that can pay dividends.

Internal communications framework

Just like other components of a communications strategy, an internal communications framework needs to be guided by the mission, vision, and values of the institution. This includes the priorities and strategic direction set by leadership. Without these clearly articulated and repeated, communication will break down and confusion will abound.

Next, there must be objectives. Objectives help answer the question, “What are our expectations?” They help assess the “why” of an organization, but also what is unique to the agency or jail. Finally, objectives provide measurable benchmarks to gauge success. For example, if a sheriff’s agency is beginning a promotion process, one objective could be tied to the number of new applicants entering the first-line supervisor process.

Objectives then flow down to the core communications elements:

• Audience — this is the “who.” It needs to be very specific. Using the promotion process example above, the audience, and therefore the messages, for lieutenant promotions will be very different from those for sergeant.
• Message — the information leaders seek to convey. Messages should be explicit, guiding the audience to know something, feel something, or do something. In most cases, the goal is action. Messages should always align with the agency’s mission, vision and values.
• Messengers — those conveying the information. Both message and messenger must have credibility with the audience. Multiple messengers, particularly when they represent different internal constituencies such as healthcare workers, corrections officers, and case managers, are important and must carry the core message consistently.
• Channels — how and where messages are delivered. Channels may include written, verbal, graphic, video, posters, intranet pages, emails and more. Using channels most accessible to the target audience is essential for awareness and saturation.

What the research says

Communication scholars and researchers have increasingly studied the importance of internal employee communication. In 1942, Professor Alexander Heron wrote “Sharing Information with Employees,” a landmark work in organizational communication that advocated for a less top-down approach and emphasized two-way communication and open, honest dialogue. He wrote that communication “is a line function; it is a two-way sharing of information; it is not a persuasion or propaganda campaign; it requires the freedom and opportunity to ask questions, get answers, and exchange ideas.”

There haven’t been published studies that specifically explore internal communications in a corrections environment, but there are others that review leadership in correctional internal affairs units, organizational structure and design implications in jails, warden leadership styles and officer job satisfaction, and emotional intelligence related to prison staff retention that show why (and how) internal communications can be effective.

A landmark 2001 study published in the Academy of Management Journal found that internal communication climate plays a central role in how employees identify with an organization’s mission and vision. The study identified five variables directly tied to positive outcomes:

1. Employees having sufficient information about the organization
2. Employees having sufficient information about their specific role
3. A climate of openness with no perceived negative consequences for speaking up
4. The ability to participate meaningfully, including interaction with senior leaders
5. Feeling supported and taken seriously, even when ideas are not acted upon

These findings are important not only for executives such as wardens and jail administrators, but also for line supervisors and managers. They help employees better understand operations across the agency and ensure access to current information. They are also foundational to creating psychological trust, particularly around operational security and safety.

A 2009 thesis at the University of Nevada-Las Vegas similarly found that robust internal communication was linked to increased commitment, discretionary effort, and a sense of meaningful work. Corrections staff must feel valued and appreciated in concrete ways to support trust, communication, and organizational mission.

Having a plan

Like parolee searches or cell extractions, every operation requires a plan. Communication planning is no different. Leaders must convey purpose, strategic intent, and clear messages so actions are timely, coordinated, and consistent, leading to stronger engagement and desired outcomes.

Planning documents give leadership time to ensure messages reinforce the mission and are fully developed. Providing the “why” behind decisions helps employees understand organizational direction and gain buy-in. Written plans also help secure resources and ensure accountability. They reduce confusion and rumor while ensuring consistent messaging across shifts and roles.

What follows is a template correctional leaders can use to construct an internal communications plan. It can be applied to initiatives large or small, including shift briefings or department meetings. Use it, adapt it, and refine it, but strive to address each element, as that is what makes the template valuable and repeatable.

INTERNAL COMMUNICATIONS PLAN TEMPLATE

• Summary: In 25 words or less, describe what is being done and why.
• Objective: Provide a brief summary of the objective, including how it ties into law, policy, the agency’s strategic plan, or another guiding document.
• Desired outcome: Describe the ultimate effect of the communication. What do we want the audience to know, feel, and most importantly, do or act on? Explain how success will be measured and how leadership will know whether adjustments are needed.
• Specific areas of emphasis: Identify the targeted issues this plan is intended to address.
• Materials: Describe the resources and materials that will be used for the campaign. This may include audio, video, photos, graphics, time, or other supporting tools.
• Target audience(s): Clearly identify the stakeholders being addressed. Be as specific as possible. Audience segments may include corrections officers, healthcare professionals, educators, professional staff, inmates, inmates’ families, and others.
• Message summary: Describe the messages most likely to resonate with the audience. Explain how the messages will compel the audience to know, feel, or do the intended outcome. Be explicit about which messages apply to which audiences.
• Communication plan: Explain how the messages will be conveyed and reinforced. Identify primary and secondary messengers and describe how timing will be managed.
• Evaluation and metrics: Define what success looks like for the campaign. Describe how the plan will be measured and which metrics will be used to track progress.
• Benchmarks and timeline: Identify when the initiative will begin and conclude. Explain how leadership will know when adjustments are necessary and note any time-related considerations, including the impact of shift work.

Always working

Much like a correctional facility, effective leaders practice and refine communication skills continuously. Internal employee communication has long been undervalued in corrections, often to the detriment of staff and agencies alike. Clear, consistent communication with internal audiences is essential to trust, retention, safety, and operational effectiveness.

About the author

Colin May is a professor of forensic studies and criminal justice at Stevenson University, where he teaches graduate courses in investigation, digital forensics, and related disciplines. A former federal agent with more than 20 years of experience in public safety and law enforcement, he has published extensively in Corrections Today, Police Chief Magazine, the FBI Law Enforcement Bulletin, and Security Management. He is a member of the International Association of Chiefs of Police Public Information Officers Section and a National Certified Instructor with IADLEST.