Corrections_Today_Fall_2025_Vol.87_No.3

TRAINING

navigating the case management system, handling HR matters, incident reporting, scheduling, and perfor mance management. This training fills a critical knowledge gap. Newly promoted supervisors often express that the transition into leadership is overwhelming — not because of a lack of will, but a lack of operational clarity. Participants consistently praise the course for revealing not just what needs to be done, but why it matters and how to do it effectively. Whether managing a high-risk case, handling a staffing shortage, or responding to a field incident, su pervisors leave this training better equipped to lead with confidence, precision, and accountability. Advanced Leadership Training: Shaping future correctional executives Following the successful rollout of Operational Train ing, the Office of Community Corrections developed Advanced Leadership Training — a 16-hour, invite-only course designed for high-potential supervisors. The focus of this training is forward-looking and strategic. It prepares participants to not only lead within their current role but also to think like their next level of lead ership, Circuit Administrators, Regional Directors, and even Central Office executives. One of the most powerful components of Advanced Leadership Training is the case study analysis. Real world probation incidents — such as fires in probation offices, high-profile absconder cases, and employee misconduct — are presented to small groups. Each group examines the situation from multiple perspec tives, including that of the officer on the scene, the direct supervisor, the Circuit Office, and executive leadership. Once the groups have developed their responses, they reconvene in a larger setting to present their ideas and compare approaches. This exercise fosters cross-regional learning, creativity in crisis response, and a deeper understanding of the complexities involved in leadership decision-making. Deputy Circuit Administrator Michael Johnson, who participated in the April 2025 session, described the experience: “The group setting permitted leadership to

experience provided Supervisors and Circuit leadership the opportunity to engage in manage rial thinking for the present tense, but also strategic thinking to deal with the critical incident in the aftermath of a crisis.” The training also includes high-impact panels. One features an individual with lived experience who was incarcerated for 18 years, a family member who grew up in a home with parents who were on supervi sion, and a victim of a violent crime who tragically lost her sister. A second panel includes Deputy Circuit Ad ministrators who share their transitions from first-line supervisors to senior leadership. This open discussion provides valuable mentorship and transparency about the expectations and mindset needed for upper-level leadership roles. For Correctional Probation Supervisor Brittany Lund, the diversity of the attendees and the chance to learn about leadership roles beyond her own was espe cially impactful: “This training offered a unique opportunity for those at different levels of leadership to learn more about the roles and responsibilities of the levels above them... Whatever the path is, believing in yourself and not being afraid to take that leap is what sepa rates the great leaders from everyone else.” The legislative process: Why it matters to correctional leaders One of the distinguishing elements of Advanced Leadership Training is its final day, which centers on understanding the legislative process. Leaders partici pate in an in-depth overview of how laws are made, how the Department interfaces with the Legislature, and how policy decisions at the Capitol directly impact field operations. The training culminates with a guided tour of the Florida Capitol and Senate Chambers. Understanding the legislative process is crucial for emerging leaders. It fosters a clearer comprehension of the Department’s funding, policy priorities, and statu tory obligations. As Correctional Probation Senior Supervisor James Cadden noted: “The time spent at the Florida Capitol was an extra special treat … The tour cemented the complex

engage in problem solving as a team and share best practices from all four Regions in FDC. This

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