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The Prison Officer Podcast
The Prison Officer Podcast is a place where prison officers and correctional staff share their experiences, discuss leadership, cope with stress, and learn survival strategies for one of the toughest careers out there. Hosted by Michael Cantrell, this podcast delves into the lives, dreams, and challenges faced by those who work inside the walls of our nation’s prisons. It features interviews, insights, and discussions related to the unique and demanding world of corrections. Whether it’s overcoming difficult leaders, understanding rehabilitation, or addressing misconceptions about incarcerated populations, the Prison Officer Podcast provides valuable perspectives from professionals in the field.
The Prison Officer Podcast
92: Transforming Challenges into Opportunities: Thriving in Corrections
What if I told you that the toughest challenges in the corrections field could turn into your greatest opportunities for growth? I explore my journey through the demanding landscape of corrections and shed light on a world that requires incredible resilience and determination. A recent e-mail from a correctional officer grappling with the aftermath of a workplace riot sets the stage for a broader discussion on the vital role of a supportive work culture. I highlight passion, culture, expectations, and leadership as the keys to longevity in this career.
Need help finding your passion? My workbook will walk you through the steps from:
Finding Your Purpose: Crafting a Personal Vision Statement to Guide Your Life and Career! by Michael Cantrell
Jocko Podcast - Good! https://www.youtube.com/watch?v=IdTMDpizis8
Extreme Ownership by Jocko Willink & Lief Babin https://a.co/d/iw40nzG
Keys to Your New Career: Information and Guidance to Get Hired and Be Successful as a Correctional or Detention Officer by Michael Cantrell
From crowd control to cell extractions, the PepperBall system is the safe, non-lethal option.
OMNI
OMNI is cutting-edge software designed to track inmates and assets within your prison or jail.
Command Presence
Bringing prisons and jails the training they deserve!
Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.
Contact us: mike@theprisonofficer.com
Facebook: https://www.facebook.com/ThePrisonOfficer
Take care of each other and Be Safe behind those walls and fences!
Well, hello and welcome back to the Prison Officer Podcast. My name's Mike Cantrell. I've got a kind of a grab bag of stuff I'm going to talk about today. I've been extremely busy, you know, with. I teach classes. I've been out with Pepperball several times in the last couple of months, which I want to say thank you to Pepperball for sponsoring this podcast. If you haven't done it yet, take a look at wwwpepperballcom.
Speaker 1:I know that, uh, we have had some really fun classes. Um, if you haven't been to a pepperball class or became a pepperball instructor, I really suggest, uh, that you uh reach out to your agency and see if they'll let you become an instructor, because it's a great class. Um, become an instructor because it's a great class. Of course, we get to go out on the range. The last class we had, they brought a tow vehicle that was going to get crushed, so we got to take the glass breakers and do different things shooting out the windows, seeing how that worked, shooting out the rearview mirrors on our approach, showing the guys how to do that. So we do a lot of that. It's really hands-on. You're going to have two days of a lot of fun. So, if you get the chance, go to wwwpepperballcom and take a look at the classes that we offer and the products that we offer. There's a lot of new ones if you haven't been there in a few months. Offer and the products that we offer. There's a lot of new ones if you haven't been there in a few months. So the other classes I've been teaching have been with Command Presence. I think I told you guys that a few months ago, or actually first of the year, I was approached by Command Presence. They've been doing law enforcement training for a long time and I hope here in a couple of podcasts I'm going to have Michael Warren on here and we we're going to talk about the direction that Command Presence has went to include corrections into some of the best leadership, self-improvement, motivational training that I've ever seen, and we're going to bring that to corrections and we're already doing that. We're going to bring that to corrections and we're already doing that.
Speaker 1:I just finished up in the Ottawa Sheriff's Department up in Michigan West Olive, michigan and so we had a couple of great days up there teaching, report writing depositions and testimony for corrections, and so things have been just really busy. Got a couple of things Been dealing with a kidney stone. I don't know if you guys want to hear that or not, but that's slowed me down on a few things. But I've got some. I had to put off a few of the speakers that we've got coming on, a few of the people we're going to interview, but hopefully this week or next week I will get them in here. I've got some really good interviews coming up, lined up for the podcast.
Speaker 1:Kind of finish up the year with right. We're winding down, holidays are coming, stress is coming right. So well, you know, this week I got some communications and I love it when I get emails or when somebody you know gets on the website and they send me a. You know, this week I got some communications and I love it when I get emails or when somebody gets on the website and they send me a note or tells me what's going on. I love hearing that stuff. But one I want to share with you today and of course I don't do names, I don't want to put anybody out there, but I talked to a guy a year or so ago and he was starting at a correctional facility, a juvenile correctional facility and so we had some discussions about how best to approach that and he reached out to me the other day and I just want to. I want to read this.
Speaker 1:So there was a riot in one of our units a few months ago. I got punched and headbutted in the face. Since then, things have not been the same. My ability to get work done hasn't been the same. We also recently had someone jump ranks from sergeant to captain. It's taken some toll among those who got passed over. It's been more of a toxic work environment. Five or six of our sergeants have been out on work injury and it's caused a lot of mandatory overtime for me working third shift and then being held again for first shift At our facility. They won't let us use less lethals, even though most of these kids have adult bodies and they have attacked us before.
Speaker 1:You know, justice is slow and because we can't or they won't charge them, we have to wait out their sentence and then charge them or their juvenile sentences vacated. Do you have any tips with getting past some of these mental roadblocks? Wow, you know it's not unique. That's not a unique thing that I hear. You know, I go out and I teach and I get to talk to correctional officers and I get to talk to people who are still working. You know, I realized that I have retired, my 30 plus years is done, but I still have a lot of connection with the people who work and in many ways the work environment's changed, but in many ways it hasn't. And so what do I mean by that? Well, I mean that the things that worked before, the good things still work, still produce good results, produce good culture, good institutions, good officers.
Speaker 1:You know, when I first started, I didn't want to be a correctional officer. It was a get-by job. I'm not going to lie to you. I hear very few people. I've met a couple since I started doing the podcast that said in third grade they raised their hand and said I'm going to go into law enforcement, I want to work in jail. I've actually talked to a couple of people, but that wasn't me. That was never my intent or my goal.
Speaker 1:My father was a firefighter and I was expecting to go into either the fire department or to go into, possibly, the police department. We knew a lot of officers that my father hung around with, so that was the direction I was going, and at the time no, you guys don't realize this, but at the time when there was five or six openings for the police or the fire department. There was five or 600 people who applied for those jobs, which just sounds crazy now, but it's the absolute truth. You'd show up and more than likely you would apply, and then you would take a written test. The written test would cut that field of people that you had to compete against in half. And so you'd show up on usually a field day kind of, and there would still be 200, 300 people carrying the hose up four flights of stairs and then dragging the dummy and then running a mile or a mile and a half depending on what apartment you were with. And so those scores, along with your written score, placed you on a list for five or six jobs. It's almost foreign now that I think about it, on a list for five or six jobs. It's almost foreign now that I think about it. I mean, that is so long ago and now recruiting and retention has changed so much. But I digress a little bit.
Speaker 1:I did not plan on going into corrections. It was kind of an accident or it was kind of a job to get me by with insurance for the family until I had the opportunity to get into one of those other jobs. So I'm going to tell you I wasn't happy. I wasn't happy at work. I see a lot of what he talked about there. You know you get stuck on one of those off shifts when you're new and you're getting ready to spend eight hours doing your job and then you're getting ready to. You spend eight hours doing your job, but then you're getting ready to go home and and somebody bangs in and now you got to stay at another shift Overtime's, not doing the corrections. It's always been there and uh, it's uh. So the world does get tough. It takes away working in corrections kind of takes away the I don't want to say that the belief in good in some ways. I mean I wasn't raised up around crime and criminals and that type of stuff. I wasn't raised up in a neighborhood or a family who promoted that.
Speaker 1:So it was kind of a new thing to see that and at times it was depressing, you know, to see people treat people that way. I'd seen. I mean I'd seen violence and I've talked about this before, you know. I mean I'd seen violence and I've talked about this before. You know, friday night on the square, absolutely, we were violent to each other. We got in fights. We got in fights at parties. That was normal stuff. But to see people actually try and kill each other and to see the thought and the depravity and the lack of compassion for a human being kind of changes you and it gets you a little depressed. And so I went through that. I went through that quite a bit.
Speaker 1:I understand where he's coming from and sometimes that stuff stacks on top of each other. I can absolutely. I remember the first time I was attacked. He said he got punched in the face. I'd been in all kinds of fights. That wasn't, it wasn't nothing to have physical contact with another man. You know we fought all the time. But the first time somebody got on top of me and was hitting me, trying to injure me to the point that I think you know they were trying to kill me or at least put me in the hospital for a while. And being attacked at that level really does something to your psyche. Most of us haven't experienced that before.
Speaker 1:Even if you've been in fights until you've had someone on top of you, until you've had someone attack you, until you've had someone bring a weapon to a fight and attempt to take your life, it changes your outlook. It changes the way you feel about a lot of stuff. It kind of sets you back a little bit. Is this job worth it? Holy mackerel? What am I doing here? You know I went through a lot of those feelings. I absolutely did. So I understand what he's talking about. And then you start compounding that with, you know, mandatories and getting looked over for promotion. I remember those days, state of Missouri, they overlooked me 11 times for sergeant and I never did get sergeant. I ended up going to the Federal Bureau of Prisons. So I understand that even when I got into the Federal Bureau of Prisons and was working at the Federal Medical Center, the consensus at the time was that they don't promote from within. So even though I was doing the job, doing it well, I was acting lieutenant on a regular basis. Despite all that 11, no, seven times. Seven times I got passed over for lieutenant. And what do you do? What do you do when all that stuff's going on? You know, if you guys haven't done it and I always I love Jocko Wilnick's books, extreme Ownership, leif Babin I shouldn't leave out Leif there.
Speaker 1:He is the co-author of that. But I won't listen to the Jocko podcast when I can. But if you get on YouTube, there's a YouTube video by Jocko and it's called Good and it's kind of the way I began to understand that I had control of those bad things. If you listen to it and just I'm not going to take it all away but basically he says when bad things happen, or when things aren't going your way, or when you don't get the promotion, he tells people good, this is a moment for you to improve, this is a moment for you to get better, this is a moment for you to get more training. And so when I got down and I remember the day I've written about it in Finding your Purpose I walked out in the parking lot and I'd been working 16-hour shifts since I don't even know when, and I couldn't remember where my car was at and I couldn't remember what day of the week it was.
Speaker 1:I couldn't remember what was anything, I was just so out of it, I had been beat down and that's when I decided I needed to make a change. My change was finding a passion, and a lot of people are going to say, wow, how do you find passion working in prison? And, interestingly enough, you know I've grown with this podcast because I've got to meet and interview so many people and I've got to hear other aspects and other views, and there are a lot of people who find purpose, who find passion in working in our career, in corrections and helping people. You know, reentry, getting guys to where they're going to go back out and be productive members of society, and you know they have a real passion for that. I'm going to be honest with you I don't. I don't have this huge passion to go in there and change a lot of these guys' lives or to try. Um, I wish them the best, um, I'll give them everything they got coming while they're inside, but that's not my passion.
Speaker 1:My passion, what I found, was staff and I learned that, a lot of the experiences that I had. I got to start off at a penitentiary and saw a lot quickly, learned a lot quickly about incidents and crisis, and so I was able to bring a lot of the experience I had doing that and teach other staff and help them to become safer at work. And so that's where my passion went was the instruction, the teaching. I became a firearms instructor, became a disturbance control instructor, riot control instructor, so that's where my passion came from, was my ability to get in there and help staff and to make them safer and to get them through the day with the skills that they needed to handle this stuff that nobody truly understands until they're standing in the middle of it. So that became a passion for me.
Speaker 1:And then, later on, when I did get promoted, I think my passion became serving people that work for me, doing the best to help them get promoted, doing the best to get them through their day in a way that would make them productive and less stressed and better human beings when they walked out for their family, because to me that's more where my focus was. You know, it matters who you are when you walk home, does it not? And I'm not going to lie, that was a struggle, that was an absolute struggle for me. Corrections changed me, and not for the better in many ways. I'm not going to lie to you. I do this podcast, I go teach, I give people the knowledge, the tips, the tricks, the things that I learned that got me through. But don't think for a minute, corrections didn't change me.
Speaker 1:I was watching a PBS program just the other night and they were talking about. It was about JRR Tolkien, the Lord of the Rings author and they were talking about the. It was about JRR Tolkien, the Lord of the Rings author, and they were talking about the difference between myth and imagination. And I do believe that one of the things that was stolen from me was my imagination a lot of it. I've really had to fight to keep my creativity, to keep a certain lightheartedness. You know, I see a lot of people that get to go through life and they have this certain lightheartedness. You know, I see a lot of people that get to go through life and they have this certain lightheartedness about life. Um, that's something I have to look for. It doesn't come to me easily. It doesn't come to me, um, without work and that it wasn't always that way, and maybe part of that is losing your youth, but I absolutely believe part of that came from working in corrections.
Speaker 1:So what can I tell him? He's dealing with things on top of things, on top of things Getting hit. You know the mandatory overtime, getting looked over for promotion. Well, the number one thing I can tell him is to find passion and just figure out where that is. Is it helping other staff? You may be able to find it. Helping inmates, you may be able to find it.
Speaker 1:I knew people who had a very strong Christian faith. I've had a couple of them on here and they took that Christian faith to work and that was their passion was to bring that to maybe people who hadn't been exposed to it before. So that's my advice for him is to go find a passion. And for some people and I had a little bit of this you can find your passion at home and understand that when you go to work for eight or 16 hours, that that is supporting your true passion. And I know a few of those guys. I know a guy that I don't know how many mountains he's climbed. He's done a lot of hiking and he's climbed some you know pretty impressive mountains and done that kind of stuff. And his passion is outside of work. He comes to work to support it. So figure out what that passion is. Figure out how you're going to get through that day with a thought other than what's going on at the moment.
Speaker 1:And I don't mean check out. You know we have to be, we have to be ready, we have to be situationally aware, but to have something that drives you forward every day, whatever that may be and it doesn't come easy, sometimes it's a search. I had to search for it Absolutely. So I talked to another former supervisor and him and I had a discussion and he dropped me a little line and I'll just read it off here and we'll talk about it. He said In the field of corrections and detention, new staff walk in and are trained, or begin training expecting the bad because of where they work. Now, as supervisors, we all have to document all the bad. In reports, we report all the bad and in briefings and emails all of the information is about the bad. So who's reporting the good? He said.
Speaker 1:A suggestion that I like is to those who are looking for the missing link between today's new officers and today's current leadership is training that will make reporting good a part of your operation. Train staff in reporting, get staff to communicate more, build teams, groom the next leaders and recognize the good and I think he's spot on there. How do we find the good at work? Well, one of the things I think he's leaning towards there is culture, and I had a and I'm going to go to another conversation here and then I'm going to hopefully bring them together in a coherent sentence.
Speaker 1:But I had another officer talk to me last week, while I was in class and he'd had about a year and a half in, and he said that they had some policy and I'm paraphrasing, so don't don't hold me to the hold my feet to the fire on this but his policy said something along the lines of phrasing here a little bit, so don't take me right at my word, but he said their policy states that when you're dealing with an inmate who may be, you know, irritated or may be getting ready to become violent, that you should try to engage them with de-escalation communication and get them to go ahead and submit to the restraints and where you could, you know, move them to a place that's more secure. He said the next paragraph said if that's not effective, you will put hands on and use open-hand techniques to gain control of this inmate. And he said I have a problem with the word will because I find that it causes some of the staff to think this is the next step, that there is no other options there, that the de-escalation isn't highlighted as much. And he asked me you know, should it be the word will or shall, or should we have different words in there? And my answer to him I think he had to think about it a little bit, but my answer was I don't think it's as much about the words specifically in that policy as it is the culture. The culture is what's going to decide whether or not you have an officer with a punishment mentality, who takes those words literally and tries to physically engage because he has permission from the policy. I think your culture also will speak to other people and say this is where I start, this is what I can do, but they're going to see what other people do, what the supervisors expect, what the warden has laid out as expectations, what he sees supervisors do, what he sees senior officers do, and that culture is going to dictate, more so than policy, because policy is made to be interpreted right. All policy is to be interpreted right. All policy is I can take policy and I can focus it this way, because that's what I want to do, or I can take policy and I can focus it this way. What matters is the culture. What matters is what the supervisors show, what the senior officers show. That's what you're going to have people latch on to, that's what you're going to have people make part of their way of work. So that's my answer with the good, finding the good. I once again believe it's culture.
Speaker 1:We've lost a lot of this. We've lost a lot of this, losing a lot of the staff that have been around for a long time. A breakdown in communications in our society is causing some of this, because we don't regularly engage each other the way they used to, and I know I'm going to have a couple of. When I came in, they didn't talk to me for my first six months. They may not have came up and talked to you about you know what's your favorite football team, but they talk to you all the time. They showed you all the time. They brought you around when it was time to do stuff so that you could observe and see how it was done. No, they didn't care about your feelings. They didn't care about your favorite football team. They didn't care what you did this weekend, but inside that institution, those old heads cared about what happened in that institution. They had a broader view. Okay, it wasn't about you and your housing unit. It was about the safety of the public Inside that. It was about the safety of the staff inside the institution. It was about preventing escapes. It was about preventing murders. It was about the big stuff. So when they tell me they didn't talk to us back, then, yes, they did. I know they did and we need to bring some of that back.
Speaker 1:If you go to classes these days, you're going to leadership classes is what I'm talking about. You know you're going to have discussions where you talk about impacting and influencing your staff and you know Gary York and I, a couple of episodes ago, had a great talk about this, and you know Gary York and I, a couple of episodes ago, had a great talk about this. Do your staff believe you're genuine when you walk by and check on them during the day? Or do you walk by, wave your hand and say, hey, what's up? And go on by? Do you open the logbook, make sure they're doing what they're supposed to and then walk on by? Or do you stop for a minute and say, how are you doing? You know that's a little more of what's expected today, but how many of you walk in there and say, step over here and let me show you a good way to do this? How many of you quiz I'm talking to supervisors here how many of you quiz your staff? That's one of the best things you can do to train your staff. Everybody thinks training has to be okay. You'll have a day off on Wednesday, you're going to report to the training center and you're going to have a class. That's not where training occurs. Training occurs every day, on the shift, from the senior officers, from the supervisors and from the leadership, and they should be training.
Speaker 1:I worked with a warden he still works in corrections and he was great and everybody will tell you every time he saw you he had a question for you what does policy say about the number of times that we do this? And he never asked a question that he didn't already know the answer to. I never heard him do that, but he would ask questions every time he saw you and you didn't even realize it. But you were getting taught, you were getting these important things put in your head and I remember you know, just it's the little things. I remember the old guy setting the example and you know hey, come on, I'm going to go do rounds, come with me. So you go walk with them. You know they're checking the door handles Every time you go around. You know they're checking the door handles. And then they'll stop and say you know why we do that. Why do we do door checks, what's the worst-case scenario, and a little bit of critical thinking there. They make you think about what's possible, why it's important, because it only takes once. We know that once and we're in the funny paper.
Speaker 1:And then the other thing, I guess, that I I heard about this week and uh, that I want to talk about, is working with bad bosses, and so I've had people ask me. You know, I got, and he kind of mentioned it. The guy mentioned that, you know, some people had been promoted over some people who deserved it. Does that happen? Absolutely, it happens. It happens all the time.
Speaker 1:But what do we do? Now? We're working for a boss who may not be the best boss, who may have got promoted too fast. What do we do? Do we just walk away from that, ignore it? Do we help them? How do you feel about that?
Speaker 1:Well, here's what I'm going to tell you. You can lead from the bottom, you can lead up. You can lead without rank. From the bottom, you can lead up, you can lead without rank. I've known hundreds of correctional officers who led without rank. I think of one right now that everybody looked to, everybody did, because he was a leader, he was a correctional officer he was a senior officer Came in, did his work, but he led everybody through the culture. He set the on-the-spot training. He gave the way he talked to people, the way he talked to inmates. So you can absolutely affect the culture, the institution, your job. It's kind of tough, absolutely it's kind of tough.
Speaker 1:What normally gets in the way of all this, what normally gets in the way of you leading up, most of the time, I think it's pride. It's pride and ego, right. Well, why do I want to help him? Why do I want to help that guy? I'm not going to get anything out of this. You are going to get something out of this if you play your cards right.
Speaker 1:Making the boss look good is always good for you. Always. If the boss looks good, the agency looks good. If the agency looks good, your department looks good. It's always good to support the boss, even if you don't like them, even if you don't believe in everything they're telling you, as long as it's not illegal or immoral. It doesn't matter whether or not it's exactly what you believe. You'll have your opportunity someday, but right now you need to support that boss. You need to support that lieutenant, that captain, that warden. You don't have to agree with them, but you should be doing your job the best you can, making them shine the best you can, and what usually gets in the way of that ego?
Speaker 1:I want people to notice me. Well, have them notice you as a good follower, because what do all leaders need? All leaders need good followers, and if you're not a good follower, the chances are you're not going to be a good leader someday. How do you like that? The other thing I want to talk about have you trained your staff to make good decisions? And we talked a little bit about on-the-spot training. Have you trained your staff to make good decisions?
Speaker 1:People get so upset with their well, why'd you do it that way? And you've even got bosses who immediately want to write somebody up or they want to put it in their eval. Well, they did that wrong. Let's stop. And this is back to Jocko and extreme ownership. Why did they do it wrong? Is it truly a person who's not doing their job intentionally? Is it truly a person who is a bad worker? Or is this a person who wasn't given the tools by who? You, the leadership that wasn't given the tools to succeed?
Speaker 1:If you want good decisions out of your officers. If you want good decisions out of your sergeants, if you want good decisions out of your lieutenants, you've got to provide them not only with the chance to make decisions, but you've got to let them fix those decisions. You've got to let them. You've got to not only give them the environment with which to make good decisions in okay, you're the supervisor, you're guiding them, you're leading them, putting them in that position and then allowing them to do what Make decisions.
Speaker 1:Now, here's where we usually get in trouble as leaders, as new leaders older leaders, I think, get this better but as new leaders, you're going to look at the decisions they make and you're going to say, well, that's not the decision I'd make. Are you always perfect? If you are perfect, go ahead and turn this off and move on, because I don't have anything for you. If you're not perfect, understand that your way is not the only way. Once again, ego and pride is coming in here. Agree with me. It's your ego and it's your pride that says you're the only one that knows how to make a decision about that.
Speaker 1:There are many ways to make a decision about. You know more than one way to skin a cat. You've heard that all your life there, absolutely is. Is there only one way to remove an inmate from a cell? Absolutely not De-escalation. Right Time, less lethal, roll the door and send the team in. Are any of those decisions wrong? Not by their self. All of those are things that are allowed within policy. So let them make their decisions, guide them. Don't let them step off into something. But just because it's not what you want, it's not what you think is the best, doesn't mean it's wrong.
Speaker 1:Have you communicated your expectations? Do these staff know how to make decisions within the expectations? And I'm talking mainly to maybe a captain or a warden, someone who's over you know a larger area. Expectations are needed lower, but usually you're closer to that. Do they know the expectations? And I'm not talking policy. Policy is not expectations. Expectations is culture. Have you set the culture? If you have great culture, most of the problems go away, do they not? You don't have to look for people doing the wrong thing, because most people are doing the right thing and the ones that aren't stand out like a sore thumb right.
Speaker 1:Do your officers know you? Why would that be important? Why is it important for your officers to know you? My opinion some people may disagree, but the greatest leaders I worked with, the ones who I respected the most. I felt like I knew something about them. I knew their character. I knew the culture they wanted. I knew their expectations, and what do you think that caused? When I made decisions? I didn't want to disappoint them. That's the truth that came back through my head. How's this person that I respect, how's this person who I want to follow? How does this person that? How are they going to feel about this? You may have a little bit of that. I mean, it's cultural. We have that within our families, do we not? Absolutely, you want to do great so that your family's proud of you. Your community, your culture at work does the same thing. So do your staff know you? Do they understand the mission? Do they know your expectations? Do you let them make decisions within that framework? If you do, you're going to have a great institution. You're going to have a great department. You're going to have a great team. You're going to have a great department. You're going to have a great team wherever you're leading at. So, anyway, I hope you got something out of that.
Speaker 1:It's just I brought a lot of things together. It's been busy the last month or so, like I said, class after class. So I've got to talk to a lot of people. I see a lot of people struggling in corrections, but I still see a lot of hope. I see a lot of people struggling in corrections, but I still see a lot of hope. I see a lot of hope for the people that are there. I see a lot of.
Speaker 1:You know it's easy to shine right now. If you want to go to the top, go, set your goals, find your priorities, become a good follower and then become a good leader. If you want to be a warden, if you want to be an administrator, if you want to, whatever it is you want to do in corrections right now, the doors are open to you. That doesn't mean it's not tough. You're going to deal with bad days. You're going to deal with the stresses. You're going to deal with the nastiness and the criminality of what we see every day. So you got to find your passion. You got to have that so that you can carry it with you in those dark times. I hope that helps a few of you. I hope you have a great day. So that's it for the Prison Officer Podcast. I'll see you next episode.
Speaker 1:Before we get off here, I'd like to thank one more of our sponsors. If you haven't done it, go to wwwomnirtlscom. That's omnirtlscom. It is the best way to track and monitor the inmates in your jail or prison. So go check out the website. I'm proud to have them as a sponsor on here also. Have a great day. I'll talk to you later.
