Inside a correctional facility, communication influences safety, confidence, and the quality of every shift. Lt. Vasharn Simmons presents difficult conversations as essential leadership work, especially when early guidance can prevent a manageable concern from becoming a lasting problem.
The Moment a Supervisor Chooses to Act
Correctional leaders often recognize performance changes before anyone formally reports them. An officer who once produced careful reports may begin omitting key details. Another may lose interest in the shift, arrive looking unprepared, or react to situations without planning ahead. Personal friction between coworkers can also become visible through strained communication, uneven cooperation, and reluctance to provide support when it’s needed.
These moments require attention because correctional work depends on people functioning as a reliable unit. A disagreement that remains unresolved may eventually affect post coverage or radio communication. Declining performance can place extra pressure on other officers, while delayed feedback may leave an employee unaware of the seriousness of the concern. The longer a supervisor waits, the more complicated the eventual discussion can become.
Lt. Vasharn views early communication as a sign of professional responsibility. A timely conversation allows the leader to describe what has been observed, ask useful questions, and listen to the officer’s explanation. Personal stress, uncertainty, or a lack of direction may be contributing to the change. Once the circumstances are understood, both people can establish clear expectations and begin working toward improvement.
Accountability Depends on Consistency
Staff members pay close attention to how leaders apply standards. When similar situations receive different responses, employees may perceive favoritism and lose confidence in the supervisor. Fair accountability gives everyone a dependable understanding of what the job requires. It also shows that experience, popularity, and personal relationships won’t determine how performance concerns are handled.
Communication That Lowers the Temperature
De-escalation begins in routine conversations. Supervisors establish the emotional tone of a workplace through their voice, expressions, word choices, and reactions under pressure. A leader who remains composed can help another person slow down and think more clearly. Officers who regularly observe that behavior gain a model they can use during their own interactions with colleagues and incarcerated individuals.
Self-awareness plays an important role in this process. Leaders need to recognize which comments or situations trigger frustration and learn when to pause before responding. That short moment of control can keep a discussion centered on the actual concern. It also protects the supervisor from allowing personal emotion to influence a decision that should be based on policy and professional expectations.
Feedback becomes constructive when it is specific and useful. A supervisor can identify the behavior, explain how it affects the shift, and connect the correction to an established standard. The conversation should include achievable next steps and a date for reviewing progress. This structure gives the officer a clear path forward and demonstrates that the leader intends to remain involved.
Positive communication deserves the same attention. Officers benefit when supervisors recognize preparation, sound judgment, initiative, and improvement. Regular acknowledgment builds trust and makes employees more comfortable discussing challenges before they become serious. It also prevents every conversation with leadership from feeling connected to discipline, creating a healthier environment for learning and honest communication.
Coaching People Toward Their Next Opportunity
Lt. Vasharn’s leadership experience shows how asking about an officer’s goals can open unexpected possibilities. One officer requested a transfer to his day shift because he valued its structure. Through conversations about education and career interests, Lt. Vasharn learned that the officer wanted to study computer programming. He encouraged college enrollment and followed up to ensure that the plan continued moving forward.
The officer also received opportunities to practice leadership. A “sergeant for the day” system allowed staff members to make real operational decisions while receiving guidance. Acting assignments during staffing shortages added experience, while mock interview boards and question-and-answer sessions prepared the officer for promotion. He eventually advanced and earned respect through his work with employees and incarcerated individuals.
Later, an opening became available in the organization’s IT department. Lt. Vasharn recommended the officer, who competed for the role and secured it. The move gave him a career connected to his interests while allowing him to keep serving the organization. His journey demonstrates how mentorship can extend beyond the needs of a single shift and support a person’s wider professional future.
About Lt. Vasharn
Lt. Vasharn is a lieutenant with the Tennessee Department of Correction in Memphis and a retired U.S. Army Sergeant First Class with 21 years of service. He has led teams of 20 to more than 300 people across corrections, corporate recruiting, private security, and military environments. He holds a bachelor’s degree in criminal justice and writes for Corrections1 about accountability, communication, burnout, and developing future leaders.
What Officers Carry Forward
A supervisor’s influence grows through conversations that provide clarity, direction, and encouragement. By addressing concerns promptly and investing in people consistently, leaders help officers become more capable and prepared. Those officers can eventually carry the same standards into teams of their own.
We had the privilege of interviewing Lieutenant Vasharn Simmons. Here are excerpts from the interview:
Thank you so much for joining us today! Please introduce yourself and tell us what you do.
I’m Vasharn Simmons, a Lieutenant in the correctional field and a 21-year U.S. Army veteran, retired as a Sergeant First Class. I oversee security operations, lead shift staff, and write about leadership for Corrections1, including “Courageous communication,” “Why today’s best leaders look nothing like the bosses of the past,” and “From burnout to breakthrough.” My passion is developing people and helping the officers and supervisors around me grow into leaders themselves.
Please tell us about your journey.
My journey started in the Army, where I learned that rank gets compliance, but how you treat people gets commitment. I then led a high-volume corporate recruiting team and managed a branch for a national security company. In corrections, I oversaw all operations at a juvenile detention center, including scheduling and security across four shifts, and was the sole developer and instructor for staff training. Over my career I’ve led teams from 20 to 300-plus, and every one taught me something new about people. What I’ve learned is that leadership doesn’t change with the industry. The uniforms and titles change. People don’t. They want clear expectations, honest feedback, and a leader who cares about their growth.
What are the strategies that helped you become successful in your journey?
Have the conversation now, not later. Problems with performance or behavior only get more expensive with time. Lead with emotional intelligence, not just authority. Read the room, understand your people, and adjust. Use counseling to develop people, not just correct them. Done right, it’s an investment, not a punishment. Develop people so they’re ready to step into your role. When you invest in them, they invest in the mission. Be consistent and fair with everyone, every time. People follow leaders who hold the same standard for all.
Any message for our readers.
Whether you lead a cell block, a sales floor, or a boardroom, leadership is about people. It isn’t a title you’re given. It’s a responsibility you accept every day. The feedback you hold back doesn’t go away. Your best people carry that weight, and that’s how you lose them. Have the hard conversation, invest in the people who follow you, and measure your success by how many leaders you leave behind.
Thank you so much, Lt. Vasharn, for giving us your precious time! We wish you all the best for your journey ahead!