The next generation of security leaders will be challenged in ways previous generations have not. They will be asked to manage and monitor more risks and to identify and address new risks, including those created by drastic shifts in business operation and philosophy. They will have to do this more quickly, with fewer resources in many cases, and they will be expected to think and strategize at a board of director’s level.

Business continues to change, and if the next generation of security leaders hopes to succeed, they must be prepared to change with it, says Dick Lefler, former VP & CSO of American Express and current Chairman and Dean of Emeritus Faculty for the Security Executive Council. This will require, among other things, a much more active pursuit of alignment with the organization’s structure, goals and strategies.

Jeff Karpovich, CPP, CHPA, is proud to be Chief/Director, Security and Transportation for High Point University (HPU) in High Point, NC. Not only is he affiliated with an outstanding university: it was named number three among Regional Colleges in the South in “America’s Best Colleges” 2011 edition, published by U.S. News & World Report, and has been ranked as one of the top 610 colleges and universities across the country in the list, “America’s Best Colleges,” created by Forbes.com.

Performance metrics are “critically important” to business leaders, says Greg Niehaus, Professor of Finance and Insurance for the Moore School of Business, University of South Carolina. “In my view it’s very important for business functions to have metrics that tie back to the objectives of the organization – that measure the impact on value and value creation.” If a function fails to develop and effectively communicate performance metrics, says Niehaus, “their contributions to the organization will likely be not appreciated, which, in down times, could lead to cutting of responsibilities or jobs and hurting the value of the organization.”

Many large organizations are beginning to add the position of chief security officer (CSO) to the C-suite. This is great news as it highlights the benefits and importance of a well-designed security unit as a business function. However, some recent trends suggest that some organizations still may misunderstand the impact and role of security.

With threats of terrorism, political chaos, riots, kidnappings, and growing street crime, today’s international business travelers need to be aware of their surroundings and keep their guard up at all times to maintain personal safety. Navigating even the safest and most developed regions of the world, or those perceived to be, has become more challenging than ever. From Europe to Asia and even in our own back yard, events that can easily put an unsuspecting or unprepared business traveler in harm’s way. As a security officer or manager for your company, you worry about the safety of your business travelers. However, following a few basic tips will help both you and those traveling feel more comfortable and prepared, wherever business may take them.

In our July column, we discussed the dangerous gap in the transfer of knowledge between visionary security leaders and the next generation of leaders who will have to take up the mantle after them. Then in August, we laid out a roadmap for a new type of training that would help to close that gap. But what topics do up-and-coming leaders need to know more about?

In most corporate sectors those responsible for providing leadership, guidance, perspective and program management are torn between the corporate realities and the unthinkable damage one catastrophic incident of homicidal violence will have on their personal reputation and the corporate image. I am reminded of The 10 Myths of Workplace Violenceoriginally introduced by Dr. John Baron, PhD, arguing the need to implement basic workplace prevention strategies. Of which the most memorable myths that come to mind are “It won’t happen here” and “Workplace violence is not preventable.” Integrating and Collaborating Resources allows for the sharing of the Workplace Violence Prevention Mission through “strategic intervention.” Why? Because it allows for flexibility in managing the program in organizations, eliminates the stovepipe approach and spreads the program management and commitment throughout the organization.