RiskXtraJune2019

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x RISKXtra Professional Development Paths for Security Managers and Supervisors development. This is accomplished – at least in part – as a direct result of leading by example. Whether it’s an aspiring protection officer or a university student who’s interested in a career in the security profession, we all know there’s no substitute for experience. It should be remembered, though, that security managers and supervisors gain reallife experiences as well as a formal education and industry certifications to help prepare them for the journey on the security career path, as Lawrence Fennelly and Marianna Perry explain in detail Across the last decade, there have been many changes both nationally in the US and on the international stage. The US Department of Homeland Security was formed to address the ever-growing threat of terrorism. Organised retail crime, active shooter incidents, identity theft and cyber crime along with natural disasters continue to be major concerns for today’s protection professionals. Consequently, the education and training provided in the security industry must meet those threats. Supervisors and managers must be well-versed in these topics and inspire their subordinates to acquire more education, either through a formal degree programme or via industry certifications (or both), on-the-job training and experience. They must emphasise professional growth and development of the individual security operative in order to promote organisational development. Organisational development occurs when substantial numbers of the protection organisation have undergone professional development experiences. Programmes offered by the International Foundation of Protection Officers (IFPO) and our partner organisations are examples of professional growth experiences. Individual employers and colleges may create their own formal degree programmes and industry certifications. Regardless of the career path, the security supervisor is the conduit for professional growth. He or she must embrace opportunities for professional and organisational Defining the supervisor A security supervisor is someone who represents higher authority. The person who assesses situations and conditions to make onthe-spot judgements without favour, prejudice or fear. The person who’s a responder to any and all situations. The individual who must galvanise the efforts of many to attain stated goals. The person who must assign tasks and ensure compliance and constant quality performance. The person who’s accountable and, therefore, first in line to shoulder reaction, both good and bad. Finally, the supervisor is the person who must make decisions for management based on his or her own professional development. What does it mean to be a supervisor? First of all, a security supervisor may be called upon to handle different types of conflicts in myriad circumstances. Second, a security supervisor will be required to meet the expectations of management and/or the client in the daily routine of security operations. The security supervisor is the backbone of the organisation. His/her scope of responsibility is rather unique. A security manager designs and develops security, safety and investigative programmes. A manager works with budgets and other resources (equipment, uniforms, technology and software etc) to ensure that the protective mission is achieved. A manager oversees processes (procedures) that accomplish organisational goals and objectives. A manager is responsible for staff functions if there’s no supervisory span of control over line employees. This includes training, technical support and auditing, etc. Further, a manager should co-ordinate activity rather than supervise it. A manager is charged with policy formulation. A manager oversees line supervisors such as shift leaders and interacts with department heads as well as members of upper management. Professional development Professional development is a critical concept. It’s the pathway for supervisors to become managers. By professional development, we’re referring to the following key areas: • Leadership and networking skills are critical 54
Training and Career Development and the supervisor in transition knows the value of career development • Communicative abilities need to include oral, written and computer skills • Reasoning and logical thinking are very much must-have abilities • Formal training, accreditation and/or certification are needed for professional growth and personal satisfaction • A personal and professional Code of Ethics must be developed along with high standards by which the individual is guided • Never underestimate the value of mentoring and coaching through on-the-job training and in-house programmes • Knowledge of risk assessment and security countermeasures is ultimately important • Turnover and job rotation can create overall improvement and present a variety of new learning environments • Stay current on industry events by reviewing news sources such as trade publications • As the job changes, so must the training and the level of skill within the Security Department increase. Professionals develop a ‘discipline of training’ and continuously seek to improve their knowledge and abilities In with the new The most demanding problem for supervisors within a Security Department will be the transition from the position of security officer to that of supervisor. The supervisor’s role should be to assist in enabling the manager to provide a level of support within the organisation. Supervisors must take responsibility for corporate regulations and the moral and ethical tone of the Security Department as well as provide the required level of security and customer service. Similarly, new managers have some adjusting to do. As a new manager, the individual has to learn how to develop and exercise (not abuse) newly-acquired authority, power and influence effectively. This can be done by establishing credibility (ie earning the commitment and support of subordinates). Management is an art as well as a science. It is, perhaps, more art than science. New managers are at the crossroads, looking to make the right turns. Consider the following: • A new manager is the person in charge. His/her elevation to manager through promotion has given him/her the authority • A new manager is a person with a level of power and a decision-maker • A new manager is knowledgeable in his/her chosen field • A new manager uses his/her developed skills, “Supervisors must take responsibility for corporate regulations and the moral and ethical tone of the Security Department as well as provide the required level of security and customer service” ideas, education, certifications and experience • A new manager supervises his/her subordinates and passes information down the line as well as up the chain of command • A new manager has the responsibility to be aware of employer policy as well as client requirements and the level of security required within the organisation • A new manager develops his/her on-the-job experience as a new manager and starts to understand and accept the new responsibilities as well as what it means to be a manager A manager who has been promoted to the rank of supervisor or manager should learn how to supervise and adjust to the new role, develop leadership skills and the training of others, develop interpersonal skills and become a mentor to others, develop knowledge of who they are and learn how to cope and deal with the stress and emotion associated with management concerns. As someone progresses in his/her career, these learning points become ingrained. They become second nature. They become part of the individual. Agents of change As the last link between senior management and line employees or customers, it’s the leader’s job to assist in the implementation of change. To do this, certain obstacles must be overcome. There are several strategies for reducing resistance to change. Much resistance to change comes from lack of trust or people having to operate outside of their comfort zone. Resistance can sometimes be overcome or the impact lessened if the following actions are taken by the leader: • Fully explain the upcoming changes • Make certain employees or customers fully understand the change • When possible, discuss why the change is required in the first place • Identify and discuss the possible effects with employees or customers • Answer questions or take the information and then follow-up if you don’t know the answer • Be honest and consistent Being on the front line, fully prepared and always willing to make the tough decisions is really what being an effective security supervisor or manager is all about. Lawrence Fennelly CPOI CSSI: Secretary of the International Foundation of Protection Officers (IFPO) Marianna Perry MS CPP CPOI: Board Director of the International Foundation of Protection Officers (IFPO) 55 www.riskxtra.com>
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x www.riskxtra.com RISKXtra Securit
Page 3: x RISKXtra June 2019 Contents 44 Th
Page 6 and 7: x RISKXtra Surveillance Camera Comm
Page 8 and 9: x RISKXtra IFSEC International welc
Page 10 and 11: x RISKXtra Advertisement Feature In
Page 12 and 13: x RISKXtra Fatal Accidents and Crim
Page 14 and 15: WORLD CLASS. BRITISH MADE. Chris.E
Page 16 and 17: x RISKXtra BSIA Briefing their prop
Page 18 and 19: x RISKXtra The Centre of Attention
Page 20 and 21: D E S I G N I M A N U F A C T U R E
Page 22 and 23: FIRE SAFETY Andrew Speake: National
Page 24 and 25: FIRE SAFETY “We’ve lived by BS
Page 26 and 27: FIRE SAFETY Pulse Alert Visual Alar
Page 28 and 29: FIRE SAFETY Roland Martin-Bessey (o
Page 30 and 31: FIRE SAFETY Voice is Choice for Eme
Page 32 and 33: x RISKXtra The Changing Face of Sec
Page 40 and 41: x RISKXtra Meet The Security Compan
Page 42 and 43: x RISKXtra Meet The Security Compan
Page 44 and 45: x RISKXtra CSyP: The Gold Standard
Page 46 and 47: x RISKXtra Most security business s
Page 48 and 49: x RISKXtra Detector Selection: Do Y
Page 50 and 51: x RISKXtra The Dawn of Intelligent
Page 52 and 53: x RISKXtra Professional Services: A
Page 56 and 57: x RISKXtra Risk in Action Risk in A
Page 58 and 59: BENCHMARK Smart Solutions BENCHMARK
Page 60 and 61: x RISKXtra Appointments David McCan
Page 62 and 63: ACCESS CONTROL ACCESS CONTROL ACCES
Page 64 and 65: DISTRIBUTORS LEADING DISTRIBUTOR OF
Page 66 and 67: SECURITY LIFE SAFETY EQUIPMENT INTR
Page 68: Secure operations 24/7 to see all t
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RiskXtraJune2019

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