Embracing Reverse Mentorship
What it Can Mean for Your Agency
Michael Cantrell
A silent battle is going on in Corrections right now and our jails are the battlefield.
The current workforce is roughly split half and half between staff over the age of 45 and staff under the age of 45. One group is made up of employees from the Millennial and Gen Z generations and the other is made up of Gen X and the Baby Boomers.
Both groups feel they are being alienated in the workplace. Both feel that no one understands their needs as an employee. The “Great Resignation” is happening in Corrections and both groups are walking away from a career field that needs them desperately. According to surveys created by the Pew Research Center, workers who quit a job in 2021 cited these top three reasons; “low pay (63%), no opportunities for advancement (63%), and feeling disrespected at work (57%).”
Meanwhile, wardens, jail administrators, and human resource teams are trying to broker a peace deal between the two sides. They are trying to determine what each side needs, their motivators, and how to attract and retain good staff. But, like most conflicts, there is no right or wrong, good or bad, but there is a middle ground.
Before we talk about the differences between the generations working in corrections, let’s talk about their similarities. Commonalities include:
• a desire to keep their community safe
• to provide income, insurance, and quality of life
• a desire to contribute to something bigger than themselves; to achieve a sense of purpose
What differences divide these generations? Millennials have been described as the first generation to grow up in the Internet age. They grew up in a world of technology that was rapidly changing. Everything was flashy and fast-paced, causing attention spans to shorten. They grew up in a developing world of social media where they learned to interact with their world through a screen. The new generation is connected to their world through mobile
devices. They are digitally engaged with every aspect of their lives, from news, health, and exercise to their social circles and self-image. Millennials and Gen Z are accustomed to continuous, up-to-date communication, and they expect the same thing from where they work. These generations want to know what is going on around them, and how they are performing at work on a continuous basis. They need to feel engaged and know they are a vital part of their agency.
With technology dominating every part of a Millennial’s life, it is not surprising that 41% say they prefer to communicate electronically at work rather than face-to-face or even over the phone. This poses a challenge though, a successful correctional officer is good at communication; it is the backbone of the work we do. Is it possible that one day, officers will communicate day-to-day activities with inmates via cell phones and tablets? Yes, many agencies have already implemented these types of programs. But, consider de-escalation and conflict resolution scenarios, work details, and teaching. These are areas that require direct verbal communication. The type of communication that the older generation excels in.
So how do we bring these two groups together? Not too long ago in the early 1990s, agencies and companies dealt with a similar generational gap. Computers were able to automate many tasks within our government, factories, and other workplaces. With the advent of automation came the need for staff who could operate advanced (at the time) computer equipment.
The bulk of the workforce at the time was mostly older staff with limited computer knowledge. There were a few younger staff that had grown up playing video games and electronic devices, and they were very comfortable pushing new buttons and trying new things. Some forward thinkers of the time figured that the fastest way to bring everyone up to speed was to flip the traditional mentorship roles. Why not let the younger staff teach the older staff how to operate these new computer systems? The older staff gained new knowledge that made them more valuable to the workplace, and the younger staff became involved in teaching and guiding the new technologies as they developed.
A bit of a computer nerd myself, I volunteered with the University of Missouri Extension program during this time to teach classes at the local library on “surfing” the Internet. I was approached to teach because of a Science Fair project in high school and I ran a couple of web pages that I had created using HTML coding. No big deal, but the internet was moving to the rural areas and they needed someone with experience. I was 20-something and my classes were overwhelmingly made up of people twice my age. Although I started out nervous, I quickly began to enjoy watching as others became excited about this new world they had mastered. I was reverse mentoring.
Talking with the older correctional officers, I find they are looking for more engagement at work. Most want to leave a legacy, they want to be acknowledged for the work they have done and the lessons they have learned. They feel like the younger generation is uninterested. “The Quiet Resignation” is taking some of our most experienced workers away from our agencies at a time when we need them most, simply because they feel like no one is listening to them. Reverse mentoring can help them feel valued and needed.
Team mentoring is another way for millennials to feel more engaged at work. Since grade school they have been conditioned to work together, sharing knowledge as a team and collaborating. They do not want to sit in classrooms with PowerPoints and motivational videos. This generation wants to be part of the solution, they want to share new ideas, and they want to be heard.
Reverse or Team Mentoring can help cultivate a culture of understanding, inclusion, and learning among employees who come from different generations. A two-way exchange of information and ideas can help both generations reach their goals and feel valued.
Right now, there are 831 million Millennials, representing one-quarter of the world’s population. They are the future of corrections, let’s give them all the help we can to make their career a long and safe one.
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Michael Cantrell is the host of The Prison Officer Podcast (www.theprisonofficer.com), and has been in corrections for over 28 years. A recently retired Chief from the Federal Bureau of Prisons, he is a Master Instructor for PepperBall, Disturbance Control, and Tactical Breaching. During his career, he led special response, disturbance control and canine teams. He is a correctional consultant specializing in the use of force and physical security. He is a writer, content creator and speaker on leadership and crisis management. Mike is the author of The Prison Officer Podcast Job Guide and a collection of short stories and poetry, Monotonous Chaos—The Ramblings of a Prison Guard. For more information, he can be contacted at mike@theprisonofficer.com