As threats to personal safety becomes more diverse, close protection must be holistic, sophisticated and proactive. How can buyers of close protection services make sure their provider meets their protection needs?

Modern close protection needs to be both strategic and yet relentlessly focused on detail. The function needs to be supported by intelligence and analysis which looks sufficiently far out to identify changes in the environment and events which have the potential to manifest as a threat now or in the future. At the same time the close protection function has to be closely ‘dialled’ into the principal’s lifestyle, family, schedule, and should operate like a well-oiled machine, whether the model is to run an overt protection regime emphasising the physical presence of protective capability or a discreet and low key capability.

Crucially protection needs to be considered from a physical, cyber, organisation (systems, processes, policies and procedures) and human security perspective. Any credible protection regime needs to harness, integrate and exploit appropriate technologies such as digital secure communications, cameras, GPS-based tracking and monitoring applications and biometrics in order that threats can be anticipated and mitigated.

Perhaps more important is that close protection is supported by layered intelligence support which is capable of capturing and analysing threat intelligence. This should range from the strategic to the tactical and in appropriate cases have dynamic and real-time capabilities in a higher threat environment. This does not need to involve huge cost if it is considered proportionately and thoughtfully planned.

As the world becomes more insecure in geopolitical and social terms, even governments are stretched to be able to deliver on all of their protection requirements and aspirations. In the UK, for example, there has been a shift in aspiration for the protection of elected politicians as the perception of threats has intensified. This is why it is important that there are highly professional private sector providers who can provide extra capability for the government sector if and when needed and be available to those who fall short of the criteria for state-funded protection but nonetheless have to contend with very real threats.

So, what should buyers of close protection services be focusing on when seeking to meet their protection needs? Here are five suggestions which those responsible for choosing the right provider might wish to consider:

One: Experience and Training

Does the provider have the capability to field highly experienced and trained personnel? What are the backgrounds of the operatives and those who are leading them? It may be they have gained this experience and training in the world of private security or in state security such as police close protection or in a military setting.

Does the company have access to sufficient skills sets to deliver a tailored and nuanced security regime that is appropriate for the client’s needs? Does it have the ‘know how’ to operate seamlessly with state security provision where a client requires this; for example, at high profile events?

Two: Intelligence-led and Proactive Security and Protection

Modern close protection is intelligence-led and proactive in scanning the threat environment. It will harness available intelligence utilising a range of tools such as open-source intelligence, including social media, sentiment analysis, closed data sets, vetting and screening. The output can be analysed, and the product deployed to continually inform and adapt the security posture at the strategic and at the day-to-day level.

Three: Leadership and Management

Is the organisation led by professionals who have credentials and credibility in this discipline?

Does the organisation have intrusive and robust supervision systems to counter the effects of the routine and the familiar? Are staff subject to proper regular professional and performance assessment?

Four: Multi-disciplinary and Resilient

Effective security is a multi-disciplinary endeavour and must utilise not only competent operatives but also intelligence specialists, analysts, cyber and information security expertise, and others to ensure operations teams and individual operatives have the right information and support to discharge their roles effectively.

Is there evidence the provider is using a range of tools and techniques to anticipate threats before they materialise and respond accordingly by implementing additional targeted security or adapting security plans?

Does the provider form strong professional relationships to ensure it can leverage these and work collaboratively with other actors or providers of security or security related services? Is there an infrastructure to support the operatives on day-to-day operations to ensure resilience?

Five: Holistic

Is the protection designed to be effective across all the security domains of physical security, cyber security, human security and organisational security? Does the provider have the internal capabilities to deliver across these domains itself or is it sufficiently collaborative to ensure the protection regime has considered these aspects and is able to address any current or likely vulnerabilities?

Bob Quick QPM

Founder & Managing Director

GSA Global

www.gsaglobal.com

The post Five key considerations when selecting a Close Protection provider appeared first on City Security Magazine.

The word itself is erroneously used to describe a number of different job types or functions, therefore it is worth clarifying exactly what the term means in relationship to positions in the risk management sphere.

Convergence in security is not as simple as merging cyber or IT security with other risk management functions on an organisation chart. True convergence means the combination of all parts of risk and being fully integrated into the business. Rather than owning it all, it is having influence.

One convergence model would find the security executive functioning as a single point of accountability for all security risk strategies. Another might be a blend where some components are owned but other stakeholders are involved. A third might find the executive owning some areas and being actively involved in specific risk committees that address other components. In any of these scenarios you would find a mature programme whereby the security executives are highly influential with their corporate leadership team and board.

What will the security professional of the future look like in a true convergence scenario? What skill sets will they possess?

The competencies required to be successful in this environment are likely to be different to what has previously been sought, and a very relevant bellwether is the changing human capital landscape.

Historically the security profession has valued age and experience, with many practitioners entering the field after a full thirty-year career as a police professional, career soldier or intelligence officer. Security is perhaps one of the few occupations where a large number of people have consistently moved into what is a robust second career following their first. As a result, there are currently very experienced leaders in senior positions within many corporations, and they likely moved into those positions directly from public sector employment.

These demographics are changing, perhaps in unexpected ways. Companies continue to hire analysts straight from university, which infuses the practice with a younger workforce. Additionally, we are now seeing people leave the public sector after ten to fifteen years rather than remain there for what would have been thought of as a full career. This is a shift from what we’ve seen previously, and earlier departure from their first career means longer time in the second.  This raises the challenge of career progression over a much longer timeframe than has historically been seen.

Is there growth on the horizon?

In order to further understand what this career path might look like, we recently conducted a survey amongst our client and candidate base, asking if they saw growth on the horizon within their own team. Overall it was a positive response, with the majority pointing toward some sort of expansion.

Some felt their businesses had positive growth and were profitable, and, as a result, the company was growing across the board to include the security functions. Other individuals felt their companies were perhaps not as successful, therefore their personal career growth would need to come from something other than increased size of the security staff that might result in more upward opportunity for themselves.

Several in these circumstances felt the need to venture further afield to potentially dangerous and more austere locations in order to broaden their experience and increase their compensation. They felt the risk to the business and its staff became greater due to the company’s location in these environs. Therefore, the need for a strong, agile security function was proportionally increased as were their opportunities.

Challenges functioning at strategic and executive levels

A resilient and capable security function will always be needed at the heart of international organisations in these circumstances. However, one observation we continually hear from clients is that, while professionally or technically knowledgeable, their staff members still have challenges functioning at strategic and executive levels. Overlooked but very critical in terms of skill sets for success in a converged environment are the soft skills, competencies, business acumen and executive skills.

We recently polled a substantial number of international security executives whose salary levels are considered higher end, and asked them to rank competencies in order of importance. This global cohort consistently ranked business acumen within the top five.  This lends credence to the concept that security executives of the future require a clear understanding of the level of influence they will be expected to wield.

Security professionals who hope to advance within a longer-term, second career with a corporation will be wise to explore more creative ways to enhance their skills sets and develop their marketability. Rather than focusing on a linear career path, broadening exposure and progressing careers cross-functionally could become the norm.

Corporate hiring practices are changing to accommodate this expanded view of the future security executive. Hiring processes have lengthened with the number of participatory interested parties and stakeholders increasing. Country Managers, Chief Financial Officers and Chief Executive Officers have all played significant parts in the decision making for projects we have recently completed.

The future for security professionals is bright indeed, and requires well-educated, experienced individuals focused on a long-term career. Is the corporate security world enough of a challenge to take someone through a 25-year second career? The continued evolution of converged roles will play their part in development and growth of our most talented security professionals.

James Butler

Managing Director, Security Management Resources Ltd.

www.smrgroup.com

The post What is the future of convergence in security? appeared first on City Security Magazine.

Personal branding is a consideration frequently overlooked by those who are seeking a career change or wanting to improve their upward mobility within their organisations. Too often, it is misunderstood and seen as being self-aggrandising, egotistical or just shameless self-promotion.  While there are ample examples of this, these reflect potentially poorly thought out and executed strategies.

To start, branding is generally regarded as creating an image in someone’s view that involves the characteristics of a product or service. Ideally, structuring an impression of perceived value being better than competitors and/or associates creates an expectation as to what the product is. Examples could include Tesco – “Every little helps”, Starbucks, Costa or Nero – quality specialty coffee, the Apple logo – you immediately relate to iPhones, iPads or a Mac as leading edge technologies … there are many more we could add.

This also applies to people. Think about the way these people have branded themselves: Steve Jobs, Colin Powell, Mark Zuckerberg or numerous other corporate and political leaders.  Branding yourself helps to define who you are, what you are about, and your reputation. It is a great way to associate great value with a product (that product being you!).  Branding is not just about winning a job or promotion, it is being seen as a solution to a problem and being recognised as someone who can add value.  Trust is essential. People want to work with, do business, hire or promote people they know and feel good about.

As a starting point, we would like to suggest 9 steps to building your personal brand.

Self-Reflection

Self-reflection will help you identify the tools you have and the areas you need to improve. It is something that it is an ongoing, lifelong process and not something that you do when you start out – then put it on the shelf.

Continuous Learning

It is imperative that you regularly benchmark your skills against others and develop a plan to keep your skills on the cutting edge – lifelong learning is essential to build your brand. Add a Degree (majors/minors), participate in continuing education programmes, attend conferences and workshops and consider spending time with a mentor – this is a subject in itself.

Prepare a Marketing Strategy

Prepare a mission statement that will set the direction of where you want your brand to go. Keep this to no more than two or three sentences, or about 30 words. Create a vision statement stating what specific tactics and methods you will use. Develop a marketing plan on how you will communicate your value. Volunteer, speak, write and help people.

Build a Relationships Network

Defined in the dictionary as: a group of people who exchange information, connections and experiences for professional or social purposes. This is an extremely powerful tool. Keep in touch with your network. Make sure your network knows of any recent successes, without coming across as being pretentious and egotistical. Find opportunities to weave your personal mission/vision statements into conversation with your network.

Prepare Marketing Pieces & Message

This refers to the letters, resumés and inquiries that you prepare in response to a position. This also includes: cover letters, articles, research topics and your biography. Consider how you will incorporate your mission/vision into your promotional pieces and how and where you will distribute these.

Deliver your Message

Opportunities to deliver your message vary from informal settings, emails, conversations, comments on blogs and interest groups to formal presentations, interviews, meetings. Remember to dress appropriately and professionally as appearance is a key part of your packaging and sets a tone. How you present yourself, speak, respond to blogs and emails all have an impact, as do the photos you post or share online.

Follow up

Good follow-up communication assists in creating a positive association with your brand. It conveys the impression that you are consistent, reliable and that you get back to people. Return calls as soon as possible (this establishes trust); respond to all requests (shows responsibility); write a thank you note after an interview (associates courtesy with your work) or in appreciation for something someone has done for you; write acceptance/decline letters upon being offered a job. Keep in touch with your network.

Technology

Create a presence, build a website and get your name out there. When setting up your public profiles, remember this is setting the tone, look and feel of your brand. Other ideas include commenting on other people’s blogs, write some articles, go to industry meetings, conventions and events, and make contacts in your field. This ties in with your message strategy. Be sure that all your endeavours are focused and relevant to both your skills and your career goals.

Metrics

Don’t shy away from looking yourself up online via search engines, LinkedIn profile stats, Google alerts or using any of a variety of tools available. Like any product launch, you need to see if it can be found and the perceptions of potential customers.

Creating a brand allows you to associate value with your product (you!). There are many competing brands… you must position yourself so employers choose you by branding yourself – you’ll stand out, can be found and be recognised as someone with expertise in your field.

If you don’t brand yourself, someone else will do it for you.

Jerry Brennan & James Butler

Security Management Resources (SMR Group)

www.smrgroup.org

The post Personal branding: finding a job in security appeared first on City Security Magazine.