As I sat in a recent training session for correctional trainers, I found myself to be the oldest person in the room — an increasingly common occurrence these days. Rather than feeling out of place, I felt energized seeing so many young correctional staff ready to take up the mantle and train the next generation of officers. However, what unfolded during that session would fundamentally challenge my understanding of modern correctional leadership.
During a discussion about generational differences, a millennial participant made a statement that initially caught me off guard: “Millennials don’t really believe in the old chain of command. We believe in a horizontal chain of command.” While the terminology might have been imprecise, this comment crystallized something I’d been observing among the younger officers I supervised — and it sparked a revelation about the evolution of leadership in corrections.
Rethinking command structure in modern corrections
The concept of horizontal command structure isn’t revolutionary. Military special forces units have long employed a horizontal chain of command to enable rapid decision-making and autonomous operation in high-stakes environments. Traditional vertical chains of command, while providing clear accountability, can create bottlenecks that slow the flow of critical information from front-line officers to decision-makers.
In correctional facilities, where seconds matter during emergencies and officer safety depends on immediate communication, these delays can be more than problematic — they can be dangerous.
What I realized was that this young officer wasn’t rejecting authority or dismissing the importance of structure. She was expressing a fundamental desire for accessibility and meaningful communication. Today’s officers want more than top-down directives; they seek genuine dialogue with their supervisors and the opportunity to contribute to operational improvements.
| RELATED: Rethinking recruitment: How corrections agencies are attracting a new generation
Understanding what drives modern correctional officers
Today’s correctional workforce, particularly millennials and Gen Z, brings different expectations about leadership and workplace relationships. They seek what I call “coaching leadership” rather than traditional boss-subordinate dynamics. These officers respond most effectively to leaders who:
- Demonstrate genuine investment in their professional development and career advancement
- Provide regular, constructive feedback rather than annual performance reviews
- Show respect for their insights and actively seek their input on operational matters
- Create mentorship opportunities that support both personal and professional growth
- Communicate the “why” behind policies and procedures, not just the “what”
Four practical strategies for bridging generational gaps
While corrections remains a field with non-negotiable security requirements, there are concrete ways to meet the needs of younger generations while maintaining operational integrity:
1. Create structured input opportunities
Establish regular forums where officers can contribute ideas about scheduling, workflow improvements, and operational efficiency. While core security functions remain non-negotiable, involving front-line staff in problem-solving increases buy-in and often yields innovative solutions that experienced leaders might overlook.
2. Develop comprehensive career pathways
Modern officers value clear progression paths and growth opportunities. Implement robust leadership development programs that include:
- Structured mentorship pairings between veteran and newer officers
- Cross-training opportunities that broaden skills and perspectives
- Leadership academies that prepare high-potential officers for advancement
- Recognition programs that celebrate both individual achievement and team collaboration
3. Leverage technology strategically
Today’s young officers have grown up with technology integrated into every aspect of their lives. Rather than resist this reality, progressive leaders should harness their technological fluency to enhance operations while maintaining needed strict security protocols.
This might include empowering tech-savvy staff to lead the implementation of new surveillance systems, communication platforms, or data management tools. When younger officers become technology mentors for their colleagues, it creates valuable cross-generational learning opportunities while improving overall operational effectiveness.
4. Foster two-way communication
Replace one-way briefings with interactive discussions when possible. Encourage questions, seek feedback on new policies before full implementation, and create safe spaces for officers to voice concerns or suggestions. This doesn’t undermine authority—it strengthens it by building trust and improving decision-making.
The common ground that unites all generations
Perhaps the most encouraging aspect of leading multi-generational correctional teams is discovering the common thread that runs through all age groups: a fundamental desire to make a meaningful difference in public safety.
Whether an officer has been on the job for 30 years or 30 days, most are driven by similar core motivations — protecting their community, ensuring facility safety and contributing to something larger than themselves. The differences lie not in motivation but in communication preferences, feedback expectations, and leadership styles.
Building stronger teams through understanding
The challenge — and opportunity — for today’s correctional leaders lies in recognizing that effective leadership isn’t about choosing between traditional authority and modern accessibility. It’s about integrating both approaches to create stronger, more cohesive teams.
By understanding and adapting to changing expectations while maintaining essential operational standards, we can build correctional teams that blend the wisdom and experience of veteran officers with the energy, technological fluency, and fresh perspectives of newer generations.
This isn’t about abandoning proven leadership principles — it’s about evolving them to meet the realities of today’s workforce while ensuring that our facilities remain safe, secure, and effectively managed.
The path forward
The future of correctional leadership depends on our ability to bridge these generational perspectives successfully. Leaders who can adapt their communication styles, create meaningful development opportunities, and foster genuine dialogue while maintaining operational excellence will build the strongest teams and achieve the best outcomes.
The young officer in that training session taught me something valuable: the next generation isn’t looking to tear down the structure that has served corrections well. They’re looking to improve it, to make it more responsive and effective. That’s a goal every correctional leader, regardless of generation, should be able to support.
| NEXT: Why today’s best leaders look nothing like the bosses of the past
