Corrections_Today_Winter_2024-2025_Vol.86_No.4

COMMUNICATIONS & PUBLICATIONS

T he American Correctional Association takes great pride in providing insightful and comprehensive book reviews that serve as valuable re sources for corrections professionals. For more information or to become a book reviewer, contact Kirk Raymond at (703) 224-0193 or kraymond@aca.org. Bookshelf

Dear Leader By Dr. Derrick Schofield, Ph.D, Schofield Management Consultants & Associates, 2023, 60pp. REVIEWED BY Art Beeler, Senior Lecturing Fellow at Duke Law and Adjunct Professor at North Carolina Central University D r. Derrick Schofield, Ph.D., has written a series of letters to a neophyte manager and leader or to someone who has been improving their craft for many years. The book, about 60 pages, does through it many letters to the reader provide a roadmap on what any lead er should consider when developing their own skills. What is refreshing about the small book is its pages are filled with practical issues which every leader will need to address. I believe every newly hired manager to someone with years of experi ence will benefit from reading and keeping this book on their bookshelf for reference. Every administration should purchase the book for their new supervisors and managers. It does not take long for Dr. Schofield to point out to the reader

that leadership is not about the leader or the person who accept the responsibility; it is about those people who work day in and out in our jails and prisons, keeping staff and offender alike safe and working toward continuing humaneness in our facilities and world. He does this through a series of letters to the reader discussing topics from having the confidence to enter into the arena of leadership through chapters like, “A Chat on Diversity”, “What’s your EQ”, “Conflict Resolution”, “Servant Leadership”, and “Trust” to discuss these attributes of leadership. He does so in just a few pages which are jammed with practical leadership guidance which can be used every day. The book is not theoretical, but it is full of theory of what makes an institution run through its staff. In one of Dr. Schofield’s early letters on developing confidence he writes, “You have to be the fairest person in the organization and be willing to make tough decisions. Your decisions must be based on doing the right thing, not what is popular or what is easier or what will cause the least disruption Great leadership requires great inner strength and commitment to doing what is right.” After reading those few lines,

you realize you may not want to continue the journey. But if you are reflecting on the lines, it may be too late. You will be developing the confidence you must develop to tackle the issue of confidence. As Dr. Schofield reminds us to remember the words of Theordore Roosevelt, it is not the critic but those who are trying where the credit belongs. You note the usage of the word trying. There is always a possibility of failure, but in this chapter and others those who are flexible and adaptable provide the best leadership. This person does not by sitting idly by, he or she is leading in the midst of those who are in the fight. To borrow from a Marine Corps saying, they must be able to improvise, adapt, and overcome. When this journey begins the leader quickly understands it is not about looking good, it is about empowering others, fostering collaboration, and providing the resources and environment for these things to happen. They do this not by ordering others around, they do it by active listening, empathy, and inclusivity. They provide support and guidance to their team members. Again, it is not about you, it is about those whom you have the honor or leading. And never dismiss your

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