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.
The Occupational Safety and Health Administration issued a directive on Enforcement Procedures for Investigating or Inspecting Incidents of Workplace Violence.
Security executives frequently come to us to request assistance in benchmarking their processes or performance metrics with similar companies. Usually we find that their interest is at least partially driven by a strong push from management. Business leaders recognize benchmarking as a proven business practice that can identify competitive strengths and vulnerabilities as well as opportunities for improvement. Benchmarking can inform corporate goal-setting and can play a significant role in strategic planning.
On Sept. 11, 2001, Stephen Morrill spoke to the FBI, dealt with the media, executed a crisis management plan, comforted a grieving family and assisted company employees get safely home. And all that was all before the end of the business day.
Growth. Most organizations strive for it, but when it happens too quickly, unforeseen issues can arise that translate into a higher level of security related risk than the organization might be comfortable with. While most organizations constantly strive for growth and expansion, they need to recognize that with growth come growing pains and a litany of security related issues that may or may not have been factored into the plans of the organization as it continues to deal with day to day business as well as any new problems that a new acquisition might bring.
You have to create a strategic plan knowing that there’s a high likelihood it will change. Does that mean you shouldn’t plan? Absolutely not,” says Mark Lex, Security Executive Council faculty member and former director of security for Abbott Labs. Over his career, Lex learned through hard-won experience that security strategic planning, done well, incorporates a balance of anticipation and response, detail and flexibility.
Eric Levine left New York and moved to Indianapolis. Why? Not only for the “Crossroads of America,” as the city calls itself, but to build a security team that anticipates and understands the risks and threats that exist for WellPoint, where he is director of corporate security.
Louis Barani, World Trade Center Security Director for the Port Authority of New York & New Jersey, will keynote this year’s Security 500 Conference on November 1 in New York City.
During the recent federal government budget debates, the “peace dividend” of the 1990s was mentioned a few times. Does the U.S. get a “war dividend” in the risk/reward decision of business location and expansion?
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