What’s Coming…
A message for reentry program senior management.
On November 21, last year, a little over two weeks after the election, I published a post titled "Change and Disruption.” This post you’re reading now is an add-on, and I’m confident I’ll have others in the coming months. The US is entering a new phase, perhaps a tectonic political and social shift. It’s happening in real-time but will take months and years to materialize fully. Reentry programs around the country will be impacted. The question is, how? Three things come to mind.
Funding
The move to pause federal government grant funding on January 29th sent shock waves far and wide. It’s been rescinded (for now) and is being litigated. Who’s to say how it will end up? One thing is clear: it’s a colossal shot across the bow for all programs that depend, directly or indirectly, on federal money.
Focus
The status quo is on shaky ground, if not on the way out. The new drivers of federal initiatives and policies have points of view and agendas that do not align with government business as usual per the last 70 years since the end of WWII. There are many nuances to this, but keeping it simple, programs that provide federal funding associated with things “social” are on the block. What’s in? Capitalism, of a sort, but let’s leave it there for now.
Results
As George Mason professor Tyler Cowen pointed out years ago when referring to the impact of digitization and the Internet…”Everything that can be measured will be measured.” Simple, straightforward, profound…digits reign. But just because it could be doesn’t mean it would be—it (digitization and associated “progress” across the board) can be held up by the status quo, and in many ways, it has been (until now.) If you haven’t noticed, the current disruption in DC has a distinct tech/digital footprint. We’ll see how things pan out, but to imagine any outcome OTHER THAN Professor Cowen’s is magical thinking.
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As I inferred in my previous post, reentry program operators must assess their internal status quo in light of inevitably forthcoming changes. Expect changes in funding, new passed-down priorities, and an emphasis on for-profit business models, specifically those associated with tech and startups. At the same time, plan for the need (what your program does, who it serves, etc.) to increase, perhaps significantly.
So, in short, here’s the message to you: change and get a move on. But wait, there are two problems with this. First, as noted, the status quo (the thing, the mindset, the convoluted mix of institutional knowledge and self-interest) doesn't like to change. Second, the beliefs, philosophies, and general orientation to life and helping others held by program decision-makers and the rank and file don’t easily align with the soon-to-be-required for-profit, tech, startup programming update. These two issues make for real deer-in-headlights constipation. For real.
Furthermore, one possible solution might be to go all in, quickly, and thoughtlessly on all things digital, adding technology and techiness to existing processes and reducing or eliminating hands-on, face-to-face services. This will be a big temptation, made all the more tantalizing by the abovementioned two problems.
But don’t.
Instead, embrace the status quo head-on. If you don’t adjust things, someone else will do it for you, someone who doesn't have a helper mindset. And as for helping and the beliefs and philosophies that brought you to this work in the first place, don’t devalue them. Do not chuck them overboard. Hold them close and guard them. Craft an updated program format AROUND them. Make it your goal to produce a service product that’s more human because of the tech.
As for the digit and tech, put them to work, assisting you in providing MORE in-person and face-to-face interaction with your program participants. With tech comes tools, not to replace you and your staff but rather to partner with you.
Get serious about this. The locomotive will soon bear down on you even if you can’t hear the whistle. And a couple more things to keep in mind. Shake up the staff org chart. The OGs (that would be me, btw) need to guide and mentor, but the tech solutions will come from those without many gray hairs. Good. They need engagement, and you need to strengthen your team-family. Plan and work together.
Also, take the business-as-usual social service language set, the status quo nomenclature, and set it aside. The new tech-centric business/startup makeover requires different words and terms. Know them and get on board with them.
Okay, more on this as the story develops. For now, take action before there’s a knock on the door.
Onward!
Know, Like, and Trust
The know, like, and trust (KLT) principle is tried and true in business, especially marketing and sales. In a nutshell, people do business with people (or companies) they know, like, and trust. So, it’s game on. Marketers and sellers try to develop KLT, and buyers try to find it. There’s nothing new here; one can imagine this has been going on in various forms for as long as humans have exchanged goods and services.
This same KLT principle applies to job seekers. Job hunting and interviewing are marketing and selling. Hiring someone is a form of purchasing (their services). I teach reentry job seekers to see it this way. Most get it (to some degree) intrinsically, but few take it further, seeing job hunting and hiring at the root level as flat-out selling and buying.
So, to get hired, the marketer/seller-job seeker must move toward KLT explicitly or implicitly. The employer-buyer must see enough KLT-ish to make the purchase. This is way too simplistic, but stick with me.
However, there’s a catch: KLT takes time to bloom fully. Employers will make many decisions as they weigh the pros and cons of buying (hiring), one of which is a candidate’s potential score on the future KLT scale. And this is where the road forks for the background-challenged job hunter. In truth, all people searching for work fall into the bucket I’m about to describe, but the stakes are higher for someone reentering.
Before a prospective employer expends any energy on best-guessing a candidate’s future KLT report card, they’ll consider the first impression made by the job seeker. This means the candidate needs to be liked immediately—and if they aren’t, it’s over. A lousy first impression shuts the process down, and there’s no forward movement or future KLT rating.
I know what you’re thinking, “Well dah, you think? Isn’t the first impression thing obvious, just plain common sense?”
You’d think. And maybe for some (those without background snags) with loads of options and lots of time, the importance of a good first impression will come as second nature. But for those reentering? When resources are low and pressure is high, when piles of emotional puzzle parts fly around, even obvious things can be overlooked.
Physical things may be easy to address: clothes, shoes, hair, and hygiene (we hope), but what about intangibles like mindset, biases, regrets, fears, and everything else not seen but felt? How often does an unprepared reentering job seeker communicate unhelpful vibes, immediately turning off the other person? Frequently, I’m being generous.
The key word here is PREPARATION. Some rules and expectations apply to the job search game, and as with all games, if you don’t know them, you’ll have to rely on luck (and the odds are?) or instinct (right, and what will that produce?).
The rules I’m referring to are more like expectations, things the hiring person (the buyer) wants or doesn’t want to see in a candidate (the seller). And here’s where a distilled version of KLT comes into play. People don’t buy from people they don’t like. Yes, there are exceptions if the price is low enough…maybe, perhaps…but that’s not applicable here because those jobs should not be considered, period. More here.
The first rule is to know the rules. The second is to prepare. The third is to plan to be likable. Build likability into your preparation and make it happen deliberately.
To have success, you must know what’s expected, and you must deliver. I have a cranium jammed with examples of how not to do it. As I write this, I can picture Mr. Got-It-Nailed heading out, tats blazing, pants sliding, and an attitude to match. And what happens? Well, nothing. No one at the warehouse was impressed, especially Patricia in the front office, who is always asked by the warehouse manager for her impression. ** Rules. **
You may not like them or hate following them—that's fine. But if you want to make a sale and get hired, it’s in your best interest to take the time and effort to understand the rules. Repeat…Your Best Interest.
So here it is, in dumb-down, overly simplistic, bonehead simple terms…which guy gets the gig, the one above or this guy?
I said it was simplistic.
But he DID get the job.
Onward!
Human Connections
Since 2010, I have emphasized making human connections for background-challenged reentering job seekers. This came about out of frustration as I watched person after person try to navigate the job search gauntlet, assuming that casting a wide net (that is, internet “shotgunning” resumes and applications) would do the trick. It rarely did, and it still doesn’t.
Now, fifteen years on, digitization (the internet, smartphones, apps, and here comes AI…) has taken things to a new level, which is only the beginning. This “progress” keeps the temptation alive and well. Sit back and push out your app materials, and if you cast a big net far enough, you will snag one here or there. You might.
Then what?
If you make it to an interview, you must decide whether to discuss your background. The interviewer may already know via a simple internet search or may not, pending the results of this and other interviews, possibly to come before a formal background check is made. It depends on how each employer interviews and manages the hiring process. But one thing is universal and crystal clear: if they want to learn about your background (and, of course, most do), they will find out sooner or later.
Rather than “wing it,” plan for it. Build your search approach around meeting people in person whenever possible, looking for those who could become what I refer to as “People Links,” individuals who can assist you in getting your first reentry job, keeping it, and moving on from it. Good things can happen if you show up and make a good impression by being forthright and authentic. Most people want to help other people. So give yourself an opportunity for this to happen.
However, as critical as the first reentry job is, the next one is even more important—two points to note here:
Job seekers not burdened by background baggage can bounce back quickly if their first job doesn’t work out—but not you. You tumble back to square one, making climbing up extra tricky. Progressing to job number two, when you are trying to get back in the saddle of your FIRST job, now seems like a bridge too far. It can be demoralizing. Many folks fall off because of this. You may not even get to the next job, especially if you haven’t developed People Links to help you retain your first. That’s point number one.
The second point relates to moving to your next job. Keep in mind that your first one is rarely your forever gig. And here’s the truth: moving on (and up) when you have background snags is much easier when you have people in your corner because People Links are more than references. They know you, have seen what you have done and can do, and are willing to continue assisting you by being on your team, even if it means seeing you leave after doing a good job. If someone isn’t cheering you on or wishing you the best in your next endeavor, they aren’t your People Links.
All this starts with you meeting people face-to-face, the first step in developing professional (working) relationships that will be invaluable to your forward movement and overall success. You may not want to do it out of fear of rejection or moving too far out of your comfort zone. If so, plow through it because the digit is not your friend, and its morphing offspring, AI, won’t help make things better for background-challenged job seekers.
If connecting with people is done right, rejection is rarely a factor. Developing People Links is a deliberate process, not a random or willy-nilly undertaking. The same goes for selecting your Job Search Objective and all the other reentry job search steps; planning followed by thoughtful, intentional action leads to success.
And the common denominator?
People, not digits.
Onward!
Doing the Do
We all have stories about our lives and those around us. Stories are an inseparable feature of human life, a common denominator everyone shares. But what happens when these stories, particularly the ones about ourselves, trap and confine us? When they are internalized to the point of constriction? Too often, forward progress ceases. Things grind to a halt, setting the stage for regression.
But what are stories? They can’t be touched, held, or felt in a physical sense like steel or concrete. They’re intangibles: ideas, concepts, beliefs, interpretations, all sorts of things that none of us can see or taste. And yet, stories can move mountains and build or crush civilizations by inducing mankind to act. To do something…
Or not.
Doing or not doing can lead to complications. For the most part, I focus on the “or not” part. More to the point, to get beyond the constraints of “the story” when it comes to reentry. Because, as a practical matter, very little good gets done without action and movement. For any accomplishment, there’s an early-on tipping point when noodling stops, and forward progress happens, where the “or not” is abandoned and work begins even if everything isn’t entirely correct or fixed.
Yet, getting beyond stories that have people stuck can be a tall order because stories (particularly the ones we tell ourselves about ourselves) can be formidable. I not only believe in story power, but I am also leary and fearful of what it can do. This is why justice-impacted and otherwise background-challenged individuals first must address and take seriously the most significant and limiting form of story connected to what led to the need for re-entry. The big, gnarly “how it all came to this” narrative, which I refer to as Personal Job One. All forward movement starts here. For some lucky folks, their Personal Job One and associated story are merely pit stops along the way, but for many, it means a full maintenance check and follow-on service work. Regardless, this step is mandatory for all reentering. Full stop.
Yet, as impactful as these stories can be, our society and the Marketplace have different concerns, and the needs of the individual aren’t part of the (economic) equation. Instead, there’s a ticking clock with loads of expectations where external progress (actual or not) gets the bulk of the attention with little or no consideration for internal personal development. This forces people to “get on with it,” regardless of everything being in order.
Here’s the good news: doing and working strategically and progressively toward a goal is a self-help form of therapy. But don’t get me wrong, “doing” doesn’t replace professional forms of help. Not in the slightest. And in the best of all situations, both would happen and contribute to a successful reentry outcome. However, here’s the less-than-good news: quite often, formal counseling or therapy isn’t available, and pushing forward is the only option.
Here’s the secret: If our story says we’re THIS, yet we see ourselves doing THAT, over and over, step by step, small win after small win, our story begins to change. We experience progress despite what our internal narrative says, so our script requires editing. This is done in a deliberate, mindful manner. There’s an Objective and a Plan that we work on in the present—the now, with minimal interference from what happened in the past and or might take place in the future.
Internalized stories are hard to change, as any therapist can attest. And yet, when someone commits to a plan and follows through diligently, these stories, which thrive in dark and hidden places, can be forced out into the bright light of day where they wither and break, losing their power to hinder and hold back.
Acting to a new and different script produces two positive outcomes for the reentering person.
They achieve their Objective.
They loosen the grip of their story.
By doing so, they permit themselves to change, show themselves that their (old) story no longer fits, and experience the essential truth of the age-old adage that the journey is its own reward.
When story power goes up against doing power, story goes down every time.
Onward!
Positioning for a Referrral
The Great One said, “I skate to where the puck is going to be.” In other words, he anticipated how the play would develop and positioned himself to his best advantage.
Let’s do the same here, getting into the tactical weeds a bit, reentry-wise.
Here’s the setup: You have a background challenge (felony) and are searching for a job. Following my training, you know the best results come from making in-person, face-to-face connections. This isn’t always possible, but it beats sitting back and submitting apps and your resume digitally. So, you try to get out and introduce yourself whenever possible.
Furthermore, you know that your best move is to disclose your background issue at a time and manner of your choosing—after you’ve met and introduced yourself but before the hiring process progresses too far. This I call Delivering the Mail. Let’s say it’s a warehouse job, and you’ve been referred to the supervising hiring manager, who is onsite and available. You tried to find out by checking their website and other sources if they will hire someone with your background, but it’s unclear, so you will have to go in to find out.
Here’s where Wayne Gretzky’s insight comes into play for you. It’s a toss-up; the chances are 50/50 that this company will accept your background. You don’t know, so planning for either “50” is prudent. After introducing yourself, should you share your background situation or wait for a second meeting? Your training, practice, and experience doing this will determine it. If the conversation goes well and some rapport has developed, you interject with, “Mr. Johnson, before going any further, there’s something I need to say.” You proceed to Deliver the Mail, again per your training and practice.
STOP - KEY MOMENT
From here, the conversation will take one of two paths, depending on Mr. Johnson’s response: Your background issue will not be an issue -or- it will be a problem, and he can’t hire you. If it’s the former, game on, move ahead. If not, think Gretzky. You’ve already prepared for where things are headed, and your response is, “I understand. Is there someone you would recommend I talk with who might be able to hire me?”
Now, I am abbreviating things, but know this: you are dressed appropriately, and your demeanor is direct yet polite. Your behavior shows respect for Mr. Johnson’s position and his time. In a nutshell, you are likable because you have worked at being so. Why? If the hiring manager can’t hire you due to company policy, okay. You are prepared and have skated to where this reentry puck has landed.
Furthermore, you know (back to training and practice) that Mr. Johnson will likely try to assist you if you're polite and likable. Guaranteed? Of course not, but the odds favor it. You asked for a referral to “someone” (a person, not a company name) who could make it happen. Asking in this way is a compliment. You are, in effect, saying that Mr. Johnson knows things and people and has a “rolodex.” You are nice about it. He’s a bit flattered and isn’t put off by your request.
Let’s say Mr. Johnson provides a name and number; where does that leave you? Let me tally it up.
You have met Mr. Johnson and left him with a positive first impression. You will send him a thank you. He is now one of your contacts.
Your warm lead appears to be good, as your background problem may not hold you back.
You have managed the introduction well and gained a contact and a lead. You did it. You performed. This is big. It energizes and reinforces your ongoing effort.
Will it always work like this? Not always, but often, or something similar that benefits you. The Great One wasn’t the biggest or the fastest, but he worked at it to become genuinely great through training and practice. This applies to you as well. The objective is knowing how things could turn out and being prepared for a “win” regardless.
This is a snapshot of my overall approach to reentry. It’s not quick and easy because quick and easy (think digital) rarely leads to good (and sustainable) outcomes when there are background issues. You have to work harder than someone without this baggage. But the key to the castle lies in how you work at it—strategy and tactics.
Everyone’s path is unique, yet there are clever, appropriate, and effective workarounds to the built-in barriers inherent in our system. It all starts with a mindset—getting your head straight by seeing yourself as a Free Agent or a Seller of Service operating in the Marketplace—concepts near and dear to my heart.
Pie in the sky? I don’t do that type of pie.
Wait till you see it in action.
Onward!
A Different Path
There are many differences between searching for a job with background baggage and searching for one without. And yet, it’s been my experience that many people, folks who should know better, fail to address (in practical terms) this reality right up front, decisively, and strategically. It is as if background-challenged job seekers were just like everyone else, and all they had to do was get out there, submit resumes, and fill out applications until something stuck. No! This is, in a nutshell, why the failure rate is so high—the approach is wrong, or there might not even be an “approach,” just an afterthought, “Oh, yeah, and you’ll also have to get a job.”
Everyone is NOT the same, and there is rarely a level playing field. Efforts to modify the system to alleviate some of the built-in barriers help but will never be finished. Those with the means and motivation will develop clever new ways to identify and eliminate candidates they deem undesirable long before there’s a real chance of success. So, while I support and applaud changing the Marketplace, I believe the best results come from giving those reentering the tools to understand, prepare for, and proactively navigate their path forward within the marketplace. However, they find it.
This set of tools starts with developing a mindset grounded in reality yet inspiring and motivating. This mindset has three parts: seeing yourself as a Free Agent, a Seller of Service, and someone who understands the basics of the Marketplace. I’ve written a fair amount about these topics and included links for those interested.
Today, I will explore three crucial elements for a promising reentry launch:
Personal Job One
Getting the First Job
Delivering the Mail
I will review each of these in the context of DIFFERENCE, how and why the reentry search is unlike everyone else's.
Personal Job One
Reentering folks have issues; otherwise, there’d be no need to reenter. This is the first difference. So, to start with, let’s keep this font and center. Frankly, we all have issues, but for those reentering, there’s an order of magnitude that’s resulted in derailment and separation from society, resulting in criminal record or troublesome work history gaps. So before any meaningful job search activity occurs, a Personal Job One needs frank and unvarnished airtime: What caused/contributed to the derailment? Criminality, hanging with the wrong crowd? Addiction? Mental health challenges? There’s usually one that stands out, the elephant in the room, which requires admission and management for any hope of successful employment-based reentry. Addressing this comes first, before and during job search planning and execution. More here.
The First Job
Second chances are a blessing, but you can’t bank on them. The second difference is that everyone else may get many chances. I don't recommend it, but people always pop in and out of positions, and if there’s no background baggage, it can work. It’s not so easy for those reentering. Losing a reentry job often means returning to zero and starting once again from scratch completely. A lot is riding on First Job success, pressure from inside the person and outside from family and friends. When it doesn’t work out, climbing back up can be too great. This is why the First Job is a real THING! Doing it right takes effort and support. This is where it all begins anew. This is ground zero! More here.
Delivering The Mail
Everyone else has no mail of this sort to deliver, so they don’t have to strategize about how and when to do it. But the background-challenged person does. This is difference number three. At some point during the hiring process, they must share their story and their situation with another person. I call this Delivering the Mail. This delivery is best done through preparation, strategy, and practice. It is wildly important to get right, and it can be amazingly empowering when it is—no hyperbole here. Reentry success comes from connecting with people, which, in turn, requires candidness and honesty. This is not done willy-nilly, and there’s a degree of strategy involved; however, the idea is to move into the connection proactively. As for Delivering the Mail, this is a pivotal tactic for proactive connection. The objective is to get ahead of one’s story strategically and tactically and share critical details whenever possible at a time and manner of choosing. This is what sets the stage for a meaningful connection with another person. More here.
I suspect the reentry job search gets intermingled with “how everyone (else) does it” because it’s hard work getting it right. This is not to place any shade on program operators who struggle with funding constraints and mandates that may limit the effectiveness of their efforts. Not at all, because I’ve been there.
Reentry and reentry search are different. Start there. Try to see and approach it as if it were a marketing challenge, an athletic event, or military planning. What is the objective, the goal, that defines success? It’s not securing the first batch of customers, the first touchdown, or the first line of defense breached. It’s the end goal, the big one.
For reentry, it should be this:
To become an independent, self-sufficient citizen in good standing. - Full Stop.
Measure your efforts against this one Big Goal.
Onward!
Change and Disruption
A lot can happen 8 weeks before Inauguration Day 2025, especially with this incoming administration, given the unique dynamics on display so far. That said, it's clear that business as usual and the status quo will find hard sledding ahead as the expression goes. Change and disruption are in the air (dah, such a trite understatement, but what else to say?). At a minimum, we can expect a hands-off, business-friendly approach to government policy, regulation, and initiatives to cut federal spending significantly. More to the point, look for anything that doesn't align with private sector profit, growth, and wealth creation (read this: most things "social") to be on the outs.
Self-interest seems to be another trend that is shamelessly in vogue. What a perfect time to reintroduce my perspective on reentry, a mix of free-enterprise tactics and strategies and social service principles. It's not without a measure of self-interest but just enough to keep things accurate and moving forward, or so I like to think of it. I'll leave this determination to others.
Okay, so let's get straight to the point about what might be coming for reentry programs regardless of type: new/novel scrutiny, possible funding cuts, and an emphasis on business-like metrics; think KPIs and OKRs (key performance indicators and objectives and key results). Will these changes and disruptions come all at once? Certainly not. It takes time for aircraft carriers or institutions to adjust course. But the status quo in the social service world (where, in the binary comparison of for-profit vs. not, reentry lands) must change, given the realities of the federal budget deficient, via this next administration or (hopefully) others to come.
Given the expected change in wind direction, here are three consideration questions for reentry planners, near and longer-term:
Is the goal for those reentering to become independent, self-sufficient citizens in good standing?
Does the program move individuals from the expense to the asset side of the ledger?
With the governmental (and perhaps societal) changes coming, is the program structure (all-in) sustainable?
Let's put these three points in a proper context, as it's essential to start seeing things from the other side of the campus. So, picture the assessment (judgment, if you will) of your program done by someone with no social service education, training, or background. Someone with no interest or "feel" for the social sciences. A cardboard cutout-type capitalist who lives and breathes P&Ls, ROIs, and profit growth opportunities—only.
As repugnant for some of you as it will be, see things from this person's perspective without regard for current funding mandates, staffing, social good, or intention, see results just in terms of dollars spent—period. To do this right, be this person AND the person reporting to this person. Turn your entire perspective 180 degrees. Remove everything you "know" to be accurate and true about people and how things work in your world. Ask yourself things like:
Why is money spent on efforts that don't have positive and continuing results (recidivism)?
Why should we support individuals who take resources (expenses) vs. creating or producing resourcing (assets)?
Why should existing non-performing programs with unsustainable metrics (think KPI/OKR/ROI/etc.) be continued?
To integrate this perspective, if not the persona, force yourself to accept humans' value in stark capitalistic terms; people must create, produce, or consume to have value. If they don't, why should resources be directed to them? Furthermore, people can have negative values from this point of view. The most straightforward example of this is incarceration, where the average annual "cost" for all types of institutions is estimated to be around $30k—cost, an expense on the asset/liability society ledger.
Not fun. Hard to do.
"Hey John, you don't get it."
Here's what I do get.
The quickest way to the finish line for reentry program success is through employment, now and based on what I imagine to be coming. Getting, keeping, and moving ahead by working is the one size that fits all when it comes to becoming an independent, self-sufficient citizen in good standing in the US. What's more, it is something both the conservative (up by your bootstraps) and liberal (everyone deserves a shot) can agree on. And know this: The further a program's focus strays from employment-based "real" results, the greater the chances for disagreement, resulting in less support and more justification.
The tsunami might just be coming.
Start adjusting NOW!
If your reentry approach does not produce results that everyone can agree on and buy into, it's time for you to perform a brutal 180-degree assessment before the person outlined above shows up at your door.
Onward.
Building Your Modern Tribe
Let's talk about your tribe – yes, your support network. In our hyper-connected yet oddly disconnected world, understanding and building your tribe has never been more crucial. Over the years, I've seen firsthand how the right support network can make or break someone's journey to success, particularly those facing reentry challenges.
Think of your support network as an ecosystem of relationships that provide various types of assistance. The benefits? They're massive—from better physical health and longer life to improved mental wellness and career success. But here's the thing: these vital connections no longer happen naturally in our digital, social media-saturated society. We need to be intentional about building them.
I write frequently about how connecting with others, especially vital work-related contacts, is crucial for people facing reentry challenges. But let me be clear—the power of support networks extends far beyond job searching and career strategies. The Harvard Study of Adult Development (running for over 80 years now) is fascinating: strong relationships are the best predictors of happiness and longevity, period.
This isn't surprising when you think about it. Our ancestors knew this instinctively—being part of a tribe wasn't just nice to have; it was essential for survival. Yet here we are, becoming more isolated each year despite (or perhaps because of) our constant digital connections. The results? We can see them all around us in the growing number of alienated and disaffected people in our communities.
Let me break down what a comprehensive modern support network looks like. I've identified four key components, each serving distinct but interconnected purposes:
Your Inner Circle: The Emotional Foundation
Close family members who've got your back
Intimate friends who truly get you
Long-term romantic partners who share your journey
Recovery peers who understand your specific challenges
Purpose: These are your go-to people for emotional support, unconditional acceptance, and life stability. You can call them at 2 AM when things get rough.
Your Professional Network: The Career Catalyst
Mentors who've walked your path
Colleagues who share your professional journey
Industry contacts who open doors
Employment counselors and career guides
Purpose: This network isn't just about finding jobs – it's about professional growth, opportunities, and career guidance. For those with background challenges, these connections (I call them People Links) are an absolute must!
Your Community Connections: The Social Anchor
Neighbors who create local belonging
Religious/spiritual community members
Interest groups and club members
Local organizations and support groups
Purpose: These connections ground you in your community, provide practical support, and create opportunities for shared experiences. They're crucial for building a sense of belonging.
Your Expert Support: The Professional Guidance System
Healthcare providers who maintain your physical well-being
Financial advisors who guide your economic decisions
Mental health professionals who support your psychological health
Legal advisors and case managers who help navigate complex systems
Purpose: These specialized relationships provide expert guidance when you need it most. They're your professional support system for life's complex challenges.
Investing time and energy in creating a solid support network is one of the most important things you can do for your long-term well-being, success, and resilience. But it is crucial to understand that it is not just about having people around. It's about creating and nurturing meaningful connections that can provide different types of support during various life circumstances.
Building these networks early creates a foundation for young adults' journey ahead. However, not everyone gets this opportunity early in life. For those reentering, getting back on track means literally building or rebuilding their support network from the ground up. This needs to be done carefully, step by step, starting with the fundamental realization that this isn't optional; it's essential.
In our digital age, building these connections requires a balanced approach. While technology gives us incredible tools for initial connections and ongoing communication, the most beneficial relationships typically need face-to-face interaction to develop fully. This creates a unique challenge: How do we use digital platforms as launching points for deeper connections rather than letting them become shallow substitutes for genuine relationships? For those in reentry situations, this process requires extra patience—and, another critical point here—a strategy that deemphasizes digital connection (despite all the apps and technical bells and whistles at our fingertips) to one that places actual people and face-to-face interactions first.
As mentioned above, taking it step-by-step (pace) is vital to success (think turtle vs. hare). I often see reentering people trying to move too quickly to make up for lost time or give back before they're ready. This is where those early supporting tribe members—reentry helpers and counselors—become crucial. They help develop realistic plans and objectives, ensuring the journey starts correctly.
But remember this: your network won't just appear at your door. You'll have to show up first with intention and purpose. But when you do, you're setting the stage for receiving and giving support. The key is building these connections thoughtfully over time. Sure, it might take longer than you'd like, but networks built this way are the most beneficial and lasting.
Picture your support network as a garden. It needs regular attention, careful nurturing, and patience to grow. Some relationships will bloom quickly, others will take time to develop, and that's okay. What matters is that you're intentionally creating and maintaining these connections, understanding that they're essential for your success and well-being in our ever-complex modern world.
Onward to building strong tribes!
One Step At A Time
I am reading Gary Keller’s book The One Thing. As you might guess, it emphasizes how focusing on one thing delivers benefits, which I agree with wholeheartedly. But it’s not ONLY one thing; it’s one thing at a time. Then, when that one thing is complete, move to the next. He uses a domino analogy where one falls over and hits another, then another and another, and the sequence continues until they’ve all fallen.
However, Gary points out that a domino can take down one that’s 50% larger, so the size of each domino can grow exponentially as the sequence continues. This means if the dominos (especially the first one) are set up correctly (planning and preparation), tipping the first (proactive doing) ignites a sequence of continual momentum of increasing force.
This is also a fitting analogy for a job-based reentry approach. A goal is established, steps are defined, and the action sequence is plotted. The process unfolds step by step. Attention and emphasis stay on the step at hand with little distraction from the end goal. The working objective is to move to the next step, nothing more. Each person will have their own goal and unique pathway forward, but the process and sequence of moving from one step to the next is a joint, shared, universal undertaking.
This is how a successful employment reentry process/program works: it is individually customized to be relatable yet methodical and process-oriented to be scalable. Securing and retaining employment is the way forward for most reentering, and such a process produces sustainable and recidivism-reducing results.
But there’s more to this value proposition beyond the Job Search Objective (getting and keeping a job). There’s a critical intangible benefit, too: stability. The mix and complexity of moving puzzle parts confronting the reentering person can be overwhelming, leading to inaction (freeze-up) and, conversely, to panic (and impulsive actions). Neither is helpful; both lead to failure and contribute to intractable recidivism statistics.
The process (one domino at a time) is a stabilizing lifeline. There’s an outline and a roadmap to follow. The process steps are addressed one by one in a plug-and-play fashion. Forward movement produces small yet meaningful “wins” as each person advances from one step to the next. The process framework is strategic, and tactics are designed to overcome stage-specific barriers within each step. The whole approach is built around doing, with little or no stewing. It is action-based and sequential.
Doing and acting help calm the tornado of concerns and worries that are unavoidably present when someone’s life comes back together. Furthermore, getting things done folds back unto itself, building momentum and small wins engender confidence and organically induce engagement. So, in effect, there are two goals for this reentry process: first, to secure and retain employment, and second, to provide stability. The process becomes a handhold, something to grab onto as the steps are worked.
Here’s my goal:
That every reentering person becomes an independent, self-sufficient citizen in good standing.
Employment must be secured and retained to accomplish this for the majority. Reentry efforts emphasizing other aspects of reentry have their place but don’t have the firepower to move the recidivism needle.
The way forward, one that really makes a difference, must involve the heavy lifting and hard work inherent in job-based programs. And to be clear, (just) chaulking up “placements” doesn’t / hasn’t cut it. No. What works involves planning, objective setting, and implementation of strategy and tactics: the right job, the right entry point, and the right process. Get in, stay in, and advance. Period.
If I’m wrong, please set me straight.
Onward
First Job Exit Gifts
In my last post, I reviewed the mechanics of the first reentry job. Here, I’ll focus on the crucial takeaways, the things each background-challenged person receives when they successfully complete their first gig. These benefits are available to anyone, especially the other two groups I mentioned frequently: those just beginning their work journey and those transiting to an entirely new career. However, the stakes are higher for challenged job seekers because starting (again) from scratch is so tricky and fraught with all sorts of hurdles directly tied to recidivism.
The Exit Gifts
To be clear, these are earned parting gifts gained through planning, effort, and actualization. Those receiving see themselves as Free Agent pilots of their own vessels, Sellers of Service delivering exceptional work, and effective operators in the Marketplace. These gifts are therefore expected because obtaining them is part of a process that each person has put in motion, leading directly to the achievement of their longer-term work goal.
Validation
A sense of achievement, personal satisfaction, and self-worth attained through doing.
Positive Work History
The paragraph that can (now) be added to a resume and listed on an application.
People Connections
Work-related contacts that will provide references and otherwise assist the reentering person in moving to their next employment role.
These are what reentering people lack as they begin their work journey and what they will need to continue. They couldn't be more crucial to success. A positive first-job experience will provide many more benefits, but these are the nuts-n-bolts requirements for continued momentum and forward progress. Getting them comes via a plan, a well-thought-out Job Search Objective, and practical implementation.
Winging it and shotgunning applications won’t cut it, nor will the tendency (manifested by many reentering) to avoid personal contact. Some people make it on their own, but most don’t. Reentering people need others as helpers in getting a foot in the door and supporters and advocates from inside once they’ve gained an initial first-job foothold.
Success rarely “just shows up” or happens by accident. It comes from doing things right at every step of a deliberate process. It’s hard work and requires commitment, determination, and lots of support. I wish it were easier, that fairy dust could be sprinkled around, and all would work out, but that’s magical thinking.
Diligence and effort lead to good places. Follow the game plan, and good things can and will happen.
Onward!