Leadership That Lasts:
Brenda Dietzman on Building Strong Jail Supervisors
Christina McCale
In advance of the launch of Taking the First Step: Purposeful, Authentic Leadership for Jail Supervisors, we sat down with Col. Brenda Dietzman (Ret) to talk about what today’s supervisors need most. Built in partnership with the American Jail Association, this new online course brings together more than twenty respected leaders from across the corrections field to share the lessons, challenges, and insights they wish they had known earlier in their careers. We spoke with Brenda about why she created this program, what makes leadership in jails unique, and how intentional, people-centered leadership can strengthen teams, improve culture, and prepare the next generation of supervisors.
Q: Why did you develop this course, and how did your own leadership journey shape it? Brenda Dietzman: When I first stepped into leadership, I had very little guidance on the things that truly matter when you are supervising people. I built this course with my younger self in mind. These are the lessons I wish someone had taken me aside and explained early on: how to set expectations, how to communicate clearly, how to build trust, and how to show up consistently, even on the hard days.
When we began recasting this program specifically for jail supervisors, it became clear that the heart of the course, purposeful and authentic leadership, was exactly what this field needed. The work is demanding. The pace is relentless. But strong, grounded leadership can change everything. This course was built to give supervisors the tools I wish I had on day one.
Q: Jail supervisors often step into leadership without much formal preparation. What are the biggest challenges you see new supervisors face? Brenda Dietzman: One of the biggest challenges is that people are promoted because they were great officers, not because they have had a chance to learn how to lead. It is a completely different skill set. Suddenly, you are responsible for shaping the culture, resolving conflict, communicating up and down the chain, and being the steady point for your team.
Another challenge is understanding your own leadership style. Many supervisors default to how they were led, even if those methods were not effective. This course helps people pause, reflect, and ask, “Who do I want to be as a leader? What does my team need from me?” That clarity is often the missing piece.
Q: This course features insights from more than 20 leaders across the field. Why was it important to include so many different voices? Brenda Dietzman: Corrections does not have a single story. Every facility, every team, and every leader brings a different perspective. We wanted supervisors to hear from people who have walked the same hallways of large, medium, and smaller jails, faced the same pressures, and navigated the same challenges.
These leaders share what worked for them and what did not. They talk honestly about mistakes, blind spots, and growth. That kind of candor and variety offers a depth you cannot get from a single instructor. When you hear themes repeated from leaders across the country, it builds credibility and confidence for the learner.
Q: What are some of the biggest misconceptions people have about leadership in corrections? Brenda Dietzman: One misconception is that leadership is about authority. It is not. Leadership is about influence, consistency, and trust. Another misconception is that being a good supervisor means knowing all the answers. In reality, good leaders ask good questions. They listen. They create a culture where staff feel supported and valued.
There is also a belief that leadership is something you receive when you are promoted. But leadership starts long before the stripes. It is a practice. It is daily habits. It is how you treat people when no one is watching.
Q: If you could give one piece of advice to a supervisor on their very first day, what would it be? Brenda Dietzman: Slow down long enough to understand your people. Learn who they are, what motivates them, and what challenges they are carrying. Your relationships will define your success more than any policy or directive ever will.
And remember, you do not have to be perfect. You just have to be consistent, fair, and willing to grow. Your team is watching how you show up. Let them see someone who leads with intention.
Q: How do you hope this course will impact the next generation of jail leaders? Brenda Dietzman: My hope is that this course gives supervisors a roadmap, a way to lead with purpose instead of reacting day to day. I want them to feel confident, equipped, and supported as they navigate one of the most challenging roles in this profession.
If we can help leaders build healthier teams, strengthen communication, manage conflict more effectively, and create environments where people want to work, then we are not just improving leadership. We are improving corrections as a whole. That is the long-term impact I want to see.
Q: What makes leadership in jails different from leadership in other corrections environments? Brenda Dietzman: Jails are unique because the pace is constant and the demands change minute by minute. You are dealing with a high volume of people coming in and out, staffing challenges, shifting priorities, and a workforce that often feels stretched thin. Supervisors have to be adaptable, calm under pressure, and deeply connected to their teams.
Leadership here is not theoretical. It is practiced in real time. And that is exactly why intentional, people-centered leadership matters so much.
Q: How does this course support supervisors preparing for Certified Jail Manager certification? Brenda Dietzman: The topics in this course align closely with the core competencies of the CJM. Supervisors get exposed to leadership principles, ethics, communication, management skills, and team development, all areas that support certification and long-term career growth. And because this course is approved for 40 certification hours, it gives supervisors a structured and meaningful step forward in their professional development.
Q: What do you wish more supervisors understood about building trust and team culture? Brenda Dietzman: Trust does not come from grand gestures. It comes from showing up the same way every day. People need to know what to expect from you. They need to feel heard. They need to believe you have their best interests in mind.
Culture is built in the small moments: how you respond to mistakes, how you handle conflict, how you give feedback, how you recognize good work. Leaders shape the environment, whether they realize it or not. So be intentional with the culture you are creating.
Q: As you know, we asked every one of the twenty AJA thought leaders about the best advice they have for new leaders. What is yours? Brenda Dietzman: Go into leadership for the right reasons. At its core, leadership is service. You are there to support your people, help them grow, and create an environment where they can do their best work. But you also have to remember that you cannot give to others what you do not have. Take care of yourself mentally, physically, and spiritually so you can show up fully for your team.
For me, that comes through photography, travel, and spending time with the people I care about. For someone else it might be yoga, geocaching, woodworking, hiking, or something as simple as quiet time with a good book. Whatever it is, find the things that fill your cup and protect that time.
And finally, commit to being a lifelong learner. This profession is always evolving. New challenges, new expectations, new opportunities. The more you invest in yourself intellectually, the more you can bring those lessons back to your team and your organization. Great leaders never stop learning, and they never stop growing.
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Christina McCale is the Chief Operations Officer for Justice Clearinghouse, overseeing program operations, speaker engagement, and the development and delivery of online training for criminal justice and public safety professionals. For more information, she can be contacted at chris@justiceclearinghouse.com
