Security Management – The Role of the Embedded Security Manager
By Gary Richmond – It is not generally known that Blackstone Consultancy provide security managers on an ad hoc basis to charities, legal chambers, law firms and production companies. We have found that as our client base grows, we are being engaged by a number of different partners across a diverse range of sectors and industries.
Having come from a police and military career spanning some thirty years, my transition into the private sector was an interesting experience. Whilst I had transferable skills, the environment was clearly different. As a security consultant I have worked as a close protection officer and security manager for clients from international businessmen to Foreign Royalty. The overriding difference between working with Government Ministers and private individuals is the very different dynamic relating to your position in terms of influence and standing.
As a former public servant protecting, managing and facilitating the global itinerary of a Senior Government Minister, there is an understanding that ultimately you had been assigned to that individual and that they received the considerable support of you and your parent organisation because they held a particularly sensitive position. The opportunity to command and control the day’s events and the influence held in the team leader role was immense. The accessibility to resources, facilities and manpower was a given. The relationship between the Senior Minister and myself, fostered in this case, over a number of years as a trusted member of their team was an incredibly important aspect of the team dynamic and influenced how I carried out my day to day duties.
In today’s ever changing world, the requirements of private clients, corporations, Non-Governmental Organisations (NGO’s) and charities are often wide ranging and diverse. The ability of an embedded consultant / security manager to navigate the different needs, want’s, cultures, structures, rules and regulations of each client is a difficult balancing act requiring adaptability, emotional intelligence and flexibility of thought.
Across the private security industry, the level of skills and experience offered by the individual consultant or consultancy can be very difficult to assess and can vary enormously. Many consultancy’s or security companies tend to be from a purely military, police or commercial security background. Many times they replicate either military or police organisational structures and follow a similar doctrine.
Given the diverse client base, having a company that incorporates all of those backgrounds allows that consultancy to provide the right person for the particular client. Having the flexibility to match the consultant with the client and having the full backing and resources of the organisation available to them will ensure that the embedded security manager can provide the bespoke and client centric service required.
Irrespective as to whether the client is a private individual, a corporation, an NGO or a charity. They will quite rightly want to ensure that the individual security consultant or consultancy can actually fulfil the task they have been contracted to deliver.
Credibility is paramount, after all, the client is inviting us into their inner sanctum. They will want to know that their confidentiality is not compromised and will undoubtedly want value for money. Consultants and security managers must show that they understand the individual needs of the client. Whilst this may appear obvious, actively listening and therefore advising the client properly about the feasibility of what’s being requested is key to establishing your credibility. A recent overseas client requested a review of various business and residential premises alongside some concerns about security breaches. The time frame and reduced accessibility to both premises and key people, made the task untenable. Whilst other companies may have agreed to complete part of this tasking, this was not going to solve the client’s problem. Our realistic assessment was conveyed to the client advising them of the need for proper access and a realistic time frame. This professional approach was appreciated and understood by the client.
So, clearly confidentiality, listening and understanding exactly what the client wants are a must. Understanding different sectors is also important, being a good strategist and acknowledging the difficulties of organisational change management is crucial to getting senior management ‘buy in’, which in turn is critical to embedding changes into any organisation.
Recent Case Studies
Private Client.
Since joining Blackstone Consultancy, I was initially employed by a private client in a close protection/security manager role. I was aware of some immediate differences. Firstly, the client is now paying and the reality is, that the role becomes as much about facilitation as anything else. The expectation is that security provision is only a part of what you may be asked to do.
Understanding your position in this new hierarchy is an important aspect of this transition. Many have fallen foul and have been promptly dismissed for not being adaptable, I have seen this first hand. For example, I think we would all agree that there is an increased threat when ‘arriving and departing from a known location’. Whilst we may have this notion that ‘I’m a bodyguard’ and ‘couldn’t possibly move that suitcase from the pavement to the car’, the reality is, that the sooner the suitcase is moved and the client is in the vehicle and moving, the sooner the client is secure and moving away from the departure point. Again, this is about appreciation of the real threat and risk.
Whilst I did find my transferable skills were useful and understood, the ability to influence the client’s itinerary was reduced. This was significant because, ‘adding value’ is essential and that can only really be achieved after significant time on task and where there is time to build a trusting professional relationship. The most important and transferable skills used were the ‘soft skills’, the ability to negotiate, rationalise, blend in, assess the realistic threat and risk and adapt strategies accordingly. Often, what I might think appropriate as a tactic, is superseded by the client, invariably that is ok because the realistic threat and risk makes it an acceptable compromise.
Having a flexible mind set and a ‘can do’ attitude is key. It is also crucial to develop a trusting and strong professional relationship with the private office of the client. Without this relationship there will be difficulties around almost everything you do. The diary secretary or executive assistant to the client invariably holds a lot of the information you need to know and will often have early warning of changing itineraries. Establishing your professional relationship with that person will, undoubtedly make a difference to your overall credibility and ultimately your value to the client.
Non- Governmental Organisations/Charities
Working with and alongside NGO’s and charities, there is a suggestion of a changing profile of your ‘archetypal’ security manager. Ongoing discussions suggesting that today’s security manager must be from a former military or law enforcement officer background are changing. With NGO’s and charities being engaged more and more across the world, there is a changing dynamic that, sometimes expects the consultant security manager to also be academically qualified with perhaps an advanced degree in security risk management.
In my experience, the Chief Operating Officers and key staff in this and most other sectors want the experience of the ‘on the ground’ seasoned professional alongside, the nuanced approach required in a boardroom situation. Someone with field experience, with excellent social skills, a transparent communicator with professional empathy for and an understanding of the particular cause is exactly what an NGO will want. Embedding oneself into these challenging environments and enabling the client NGO to successfully carry out their important work is essentially the task whilst at the same time being the experienced field operator that will make good tactical decisions because they really understand the threat, risk and intelligence picture and the changing atmospherics of a location.
Corporate Client.
A corporate client, essentially one representing a UK based establishment organisation, requested us to review their current security situation. This was in respect of their on-site physical security measures and their security staff and procedures. In this particular circumstance, there was an emphasis from the client to tread very softly. This was because of internal politics, not just in respect of the existing security regime but also in respect of long established residents, tenants and historical management decisions.
Again, the key skill required was relationship building, understanding the ‘politics’ involved and being empathetic about how to tackle the issues raised. It was essential to evidence why the particular recommendations were being made and being prepared, and if necessary present our survey findings to the organisations management board. In this instance, the realistic assessment of threat and risk and the acceptance by the client to understand the cost benefit both financially and from a reputational perspective was key.
Once more, this was only achievable because as the assigned security manager, I was able to demonstrate our respective professional backgrounds and credibility. We as a consultancy had invested time in establishing good working relationships with the client. We have implemented operating procedures that bring the current security standards up to date, furthermore we have changed shift patterns so that the client can see a cost benefit to implementing our recommendations. The CCTV and physical security measures outlined have been considered and integrated into the layered security system we have suggested. This is a long term project and as such having an embedded security manager ensures that continued support to the client means processes and procedures become part of the organisational culture, the necessary adjustments can be made to better fit the changing clients operating environment.
Conclusion
Blackstone Consultancy have a number of highly qualified individuals to work with any client. We always ensure that our people have the right attitude and flexible approach. We provide appropriate and bespoke security solutions that put the client first. If we can assist you then, please contact us here>.
