The importance of educating Security Personnel and Intelligence Analysts about biases

Bias is a topic that many industries like to avoid, and the security and intelligence industries are no exception. However, there is a profound need to discuss biases in regard to the security industry and when educating security practitioners and intelligence analysts. When the subject of biases has been raised in the past, the majority of commentators cannot seem to agree, in fact, they will often argue against the existence of biases and/or why there is a need to discuss them in the first place. In this article, we would like to address the topic of bias – what bias is, who has biases, are biases wrong, and what types of biases there are. Then, we will highlight WHY it is important for security professionals and intelligence analysts to be able to identify their biases and address them, and, then, we will share HOW one can identify his/her biases.

Now before we start, there is one thing on which we can all agree: As a security professional, you don’t only make assessments about incidents or places, but also about people. Keep this in mind as we proceed further, we will come back to it.

What is bias?

To answer this, we will use the definition according to the American Psychological Association

1. partiality: an inclination or predisposition for or against something. See also prejudice.

2. any tendency or preference, such as a response bias or test bias.

3. systematic error arising during sampling, data collection, or data analysis. See biased estimatorbiased sampling.

4. any deviation of a measured or calculated quantity from its actual (true) value, such that the measurement or calculation is unrepresentative of the item of interest. —biased adj.

There are a few key words from the definition — predisposition, against, tendency, preference”. Keep those words in mind when thinking about how they affect the threat assessment of a security professional. While you do that, think of a scenario when a security guard has to assess, either by observation or by interviews, any visitors in the area for which he/she is responsible. That security guard believes that women are less likely to commit a crime (bias) and, during his/her threat assessment, he/she misses the fine details that a woman is, in all actuality, a terrorist. You think perhaps this couldn’t occur? Well, it has actually happened. In July 2017 in Mosul, a female suicide bomber, holding her child in her arms, managed to walk by security guards and detonate her bomb.

No alt text provided for this image

The security guards, instead of being observational and watching her hands (in which she was holding the detonator), just saw a mother with her child. Many people see women as weak and incapable of committing acts of terror, especially one who is carrying her own child. This is not the only incident when ‘’miscalculation of threat or of threat actors’’ was catastrophic.

(A woman suicide bomber walks past soldiers, the trigger in her right hand (Al-Mawsleya TV)

Do all people have biases?

Before we answer that, ask yourself, “Are there people, things, or ideas you like better than others? Are there places/events where you feel more comfortable than others?” We are sure your answer to these questions is “yes” and that is because all humans have biases. Some biases are passed to us through evolution and some are learned through socialization and/or direct experience. One must understand that biases serve a purpose. Simply put, because the human brain has the tendency to categorize information, people, events, experiences, etc. during his/her learning and development process, the brain will connect the new information and people to past experiences. Once that is done, the brain will respond to it in the same way it does to other things belonging to that same category. So, by putting people with similar traits into a specific category, one believes that everyone else in that category must be the same. Biases are not limited to race, gender, ethnicity, religion, social or political groups but many characteristics may be subjected to one’s biases such as physical appearance, sexual orientation, educational level, profession, etc.

Are biases wrong and racist?

When discussed, the majority of people tend to disregard biases, believing that even acknowledging those biases will label them as racists. The first mistake when talking about biases is when someone considers someone else good or bad based on his/her biases.

According to Matt Grawitch, PhD ‘’Biases make decision-making easier by giving us a starting point, an initial prediction, or a “leaning of the mind” regarding which choice to make. We anchor our original judgment in the biased conclusion and then adjust it based on supplemental information.’’

Having biases is not necessarily bad, wrong, or racist. In fact, we’ve discussed that biases improve the decision-making process and help the human brain to categorize new information. We could say that since biases help us simplify information processing, they basically function as rules of thumb that help us make sense of what is happening around us and make faster decisions.

However, biases can become bad and even dangerous when we treat or judge someone unfairly or when the accuracy of the decision is of the utmost importance, such as behaviour or threat assessment. In addition, what can make a bias shift from ok to “bad” is when an individual allows their biases to influence their decision-making process in such a way that they allow those biases to affect someone else in a negative fashion by either being unfair or causing a miscalculation in the threat level.

Not being able to recognize and address our biases can lead to neglecting or discounting information that would be valuable for our job functions. Information that we process and use to make decisions can directly affect a risk/threat and vulnerability assessment, an interview with a suspect, the analysis of intelligence and data, or the use of link analysis in putting together an intelligence report. In these situations, biases can become a systematic thinking error that can cloud our judgment, and, as a result, impact our decisions, thus rendering our final product limited or even useless. 

What types of biases do people have?

People can have conscious biases (biased attitudes toward specific ideologies, events, groups of people, etc. that we are aware of) or unconscious biases (biases we are not aware of, cannot control, are difficult to access and can quite often influence our actions more than conscious biases).

In one of her articles, Kendra Cherry mentions that ‘’some of our cognitive biases are related to memory. The way you remember an event may be biased for a number of reasons and, that in turn, can lead to biased thinking and decision-making. Other cognitive biases might be related to problems with attention. Since attention is a limited resource, people have to be selective about what they pay attention to in the world around them.’’

If you are aware of a biased attitude, it is more likely and consciously possible for you to be able to address it during your decision-making process. However, the unconscious biases are the most ‘’dangerous” ones since it often takes specific training and study of yourself to be able to identify that you have them. Here, Carly Hallman is listing 50 types of unconscious biases. Have a look and see how one or more of them can affect your decision-making process.

  1. Fundamental Attribution Error: We judge others on their personality or fundamental character, but we judge ourselves on the situation.
  2. Self-Serving Bias: Our failures are situational, but our successes are our responsibility.
  3. In-Group Favoritism: We favor people who are in our in-group as opposed to an out-group.
  4. Bandwagon Effect: Ideas, fads, and beliefs grow as more people adopt them.
  5. Groupthink: Due to a desire for conformity and harmony in the group, we make irrational decisions, often to minimize conflict.
  6. Halo Effect: If you see a person as having a positive trait, that positive impression will spill over into their other traits. (This also works for negative traits.)
  7. Moral Luck: Better moral standing happens due to a positive outcome; worse moral standing happens due to a negative outcome.
  8. False Consensus: We believe more people agree with us than is actually the case.
  9. Curse of Knowledge: Once we know something, we assume everyone else knows it, too.
  10. Spotlight Effect: We overestimate how much people are paying attention to our behavior and appearance.
  11. Availability Heuristic: We rely on immediate examples that come to mind while making judgments.
  12. Defensive Attribution: As a witness who secretly fears being vulnerable to a serious mishap, we will blame the victim less if we relate to the victim.
  13. Just-World Hypothesis: We tend to believe the world is just; therefore, we assume acts of injustice are deserved.
  14. Naïve Realism: We believe that we observe objective reality and that other people are irrational, uninformed, or biased.
  15. Naïve Cynicism: We believe that we observe objective reality and that other people have a higher egocentric bias than they actually do in their intentions/actions.
  16. Forer Effect (aka Barnum Effect): We easily attribute our personalities to vague statements, even if they can apply to a wide range of people.
  17. Dunning-Kruger Effect: The less you know, the more confident you are. The more you know, the less confident you are.
  18. Anchoring: We rely heavily on the first piece of information introduced when making decisions.
  19. Automation Bias: We rely on automated systems, sometimes trusting too much in the automated correction of actually correct decisions.
  20. Google Effect (aka Digital Amnesia): We tend to forget information that’s easily looked up in search engines.
  21. Reactance: We do the opposite of what we’re told, especially when we perceive threats to personal freedoms.
  22. Confirmation Bias: We tend to find and remember information that confirms our perceptions.
  23. Backfire Effect: Disproving evidence sometimes has the unwarranted effect of confirming our beliefs.
  24. Third-Person Effect: We believe that others are more affected by mass media consumption than we ourselves are.
  25. Belief Bias: We judge an argument’s strength not by how strongly it supports the conclusion but how plausible the conclusion is in our own minds.
  26. Availability Cascade: Tied to our need for social acceptance, collective beliefs gain more plausibility through public repetition.
  27. Declinism: We tend to romanticize the past and view the future negatively, believing that societies/institutions are by and large in decline.
  28. Status Quo Bias: We tend to prefer things to stay the same; changes from the baseline are considered to be a loss.
  29. Sunk Cost Fallacy (aka Escalation of Commitment): We invest more in things that have cost us something rather than altering our investments, even if we face negative outcomes.
  30. Gambler’s Fallacy: We think future possibilities are affected by past events.
  31. Zero-Risk Bias: We prefer to reduce small risks to zero, even if we can reduce more risk overall with another option.
  32. Framing Effect: We often draw different conclusions from the same information depending on how it’s presented.
  33. Stereotyping: We adopt generalized beliefs that members of a group will have certain characteristics, despite not having information about the individual.
  34. Outgroup Homogeneity Bias: We perceive out-group members as homogeneous and our own in-groups as more diverse.
  35. Authority Bias: We trust and are more often influenced by the opinions of authority figures.
  36. Placebo Effect: If we believe a treatment will work, it often will have a small physiological effect.
  37. Survivorship Bias: We tend to focus on those things that survived a process and overlook ones that failed.
  38. Tachypsychia: Our perceptions of time shift depending on trauma, drug use, and physical exertion.
  39. Law of Triviality (aka “Bike-Shedding”): We give disproportionate weight to trivial issues, often while avoiding more complex issues.
  40. Zeigarnik Effect: We remember incomplete tasks more than completed ones.
  41. IKEA Effect: We place higher value on things we partially created ourselves.
  42. Ben Franklin Effect: We like doing favors; we are more likely to do another favor for someone if we’ve already done a favor for them than if we had received a favor from that person.
  43. Bystander Effect: The more other people are around, the less likely we are to help a victim.
  44. Suggestibility: We, especially children, sometimes mistake ideas suggested by a questioner for memories.
  45. False Memory: We mistake imagination for real memories.
  46. Cryptomnesia: We mistake real memories for imagination.
  47. Clustering Illusion: We find patterns and “clusters” in random data.
  48. Pessimism Bias: We sometimes overestimate the likelihood of bad outcomes.
  49. Optimism Bias: We sometimes are over-optimistic about good outcomes.
  50. Blind Spot Bias: We don’t think we have bias, and we see it on others more than ourselves.

WHY security professionals and intelligence analysts must address bias training?

As a security professional or intelligence analyst, seeing what biases are and how they can significantly affect us, do you see how important it is to recognize and address them during the decision-making process? Do you see how biases can affect your risk and threat assessment, information gathering and analysis as well as behavioural assessment while you are conducting a first interview with a visitor, suspicious person, etc.?

We will give you an example. During the Manchester arena attack investigation, one of the security guards claimed that he did feel something was “off” with one of the terrorists but he was uncertain of how to approach and ask questions (first interview of a suspect) because he was afraid he was going to be labelled a “racist’’.

Being trained in how to recognize and address your biases will not only help you to make a better decision but will also give you peace of mind and confidence knowing that you are approaching and properly interviewing a person whose presence seems to be unjustified and/or suspicious. You will be able to clearly gather more information and assess the risk without feeling that you are merely racially profiling that person. You will also build more awareness of the subjects with which you hold biases and that awareness will lead to more choices. More choices will lead to a more ‘’open mind’’ and allow you to seek further information before you make a decision.

In connection to why biases and the training on them are important and related to the security industry, we must mention here Richard Gasaway, Ph.D, the creator of the Center for the Advancement of Situational Awareness and Decision making, has highlighted the fact that ‘’Confirmation bias is particularly challenging to situational awareness because it can prohibit the uptake of critical clues and cues that can foretell impending doom.’’

Now that we have discussed the many aspects of biases, what they are and how they can affect your decision-making process do you want to test yourself and find out what biases you have? You can use one of the many online tests available, the Implicit Association Test (IAT) created by Harvard.

This will help you assess and better identify all that biases you or your staff may have that can affect risk and threat assessments as well as intelligence gathering and analysis. In addition, your staff’s performance and how they interact with others to make sure their decision making will be as accurate as can be ascertained from the information provided and not just from their own personal biases.

If you are an individual interested in receiving training in biases or you represent an organization looking to train your employees in this very much needed and important topic, please reach out to us.

Chris Grow

AUS Global Special Services Travel Team

Managing Partner LeMareschal LLC

Denida Zinxhiria Grow

Founder & CEO

Athena Worldwide & Nannyguards

Managing Partner LeMareschal LLC

Providing EP services for Clients with Physical Disabilities and Mental Health Disorders

One of the biggest misconceptions for new Executive Protection practitioners is that they have an innocent and naive belief that they will land the best client, the one who is aware about what Executive Protection is, the one who is very active and physically trained, the one who will be following up with security directions, the one who will care about his/her agents’ wellbeing and the one who will be easy going and friendly.

Yes, the perfect client does exist, but it may take you quite some time in your career to get one, if at all. Considering clients have their own character traits, let’s talk about those clients who, day to day, are facing a physical disability such as paralysis, Parkinson’s, Multiple Sclerosis, or even a semi-permanent injury. And remember, being simply advanced in years may have a substantial affect on their movements and therefore create some unique challenges in providing protective services for them.

The German Politician Wolfgang Schäuble has been bound to a wheelchair since 1990 after an assassination attempt, actor Michael J. Fox has been fighting with Parkinson’s disease for decades and actress Selma Blair has been living with multiple sclerosis since 2018. What all these famous people have in common is also a protective detail and Executive Protection Agents providing services for them. So have you ever wondered what an EP agent must take into consideration when he/she is hired to provide services for an individual with physical limitations or disabilities? While the primary goal remains the same, ‘’Protect the Principal’’, the way in which you are achieving it may be a little bit different in these types of situations.

  • First of all, do your due diligence and get informed on the specific circumstances that surround your prospective client. There are a number of crucial items you should know. Medical condition, abilities/inabilities, current medications, private physician info, etc. The more you know, the better you will be when providing services for them.
  • At your first meeting, ask them about their needs and if they have particular expectations from you. Ask about any specific instructions for their care day to day.
  • Consider how much time it takes for them to go from point A to B and plan/design scenarios around having to evacuate them (with or without the wheelchair or any walking aids).
  • Learn all about their specific wheelchair functions and movement (Or any walking aids).
  • Always ask permission before jumping to help, especially when in public or in the company of other people. Don’t assume that they may always want or need your help. At this point in their lives, they can feel that an enormous amount of their personal freedom has been stripped away.
  • Always keep in mind, people with disabilities are still people and they still have a great many things they like or want.
  • Be patient and polite when offering any help. Don’t try to rush them. What for you may seem easy, for them may be hard, painful or even seem impossible.
  • Recognize and respect their personal space and time.  Yes, even a person who needs assistance to move around and depends on you will still have need of his/her own personal space or time.
  • Don’t ‘’over-do it’’, let them breathe from time to time. You do NOT have to be in the room every waking second.
  • Always be prepared to make adjustments or accommodations to make their life easier and look for ways to develop methods to better assist them.
  • Always take into consideration their special needs (physical and medical) when you have to visit venues, attend events, travel into other countries, book a hotel room, make dinner reservations etc. Have in mind, not many countries are as progressive as we are when it comes to customers with physical disabilities. Having a highly-skilled advance agent who can plan these details accordingly is a great advantage in these cases.
  • Ensure that someone from the team is ahead of you, taking care to be sure there is a clear path for your client to enter or exit with the wheelchair or walking aid, wherever you may have to go.
  • If there is no threat, give them their time and have patience while moving to discourage pressured or awkward moments.
  • In the event of an imminent moment of threat or danger, have you planned ahead and are you, or a group of you, capable of lifting that person up properly and assisting in a quick and safe evacuation?
  • Be quite careful of your language both while in the presence or in the absence of your client. While many professionals are aware which words can be offensive for a person who has a disability, some may accidentally offend someone without meaning to. When you work for people with disabilities you want them to feel respected and empowered. In order to accomplish that, simply place emphasis on someone as the person first, by name, and then, only if needed, mention the disability if logistics would require it to avoid embarrassment or frustration

Now let’s talk about clients who are dealing with mental health disorders, which are the most common issues an Executive Protection agent may have to deal with and can be hard to detect unless you are told or you are quick to recognize.

Most common reported names and examples (as per their public confessions):

  1. Elon Musk – Asperger’s Syndrome
  2. Chrissy Teigen – Postpartum Depression
  3. Demi Lovato – Bipolar Disorder
  4. Steve Young – Social Anxiety Disorder
  5. Donny Osmond – Social Anxiety Disorder
  6. Michael Phelps – ADHD
  7. Dan Reynolds – Clinical Depression
  8. Leonardo DiCaprio – Obsessive-Compulsive Disorder
  9. Daniel Radcliffe – Obsessive-Compulsive Disorder
  10. Lady Gaga – PTSD
  11. Adele – Postpartum Depression
  12. Prince Harry – Severe Anxiety during royal events
  13. Chris Evans – Social Anxiety
  14. Jim Carrey – Depression

      Why it is important to be aware of your client’s mental health disorders? Because what they are dealing with affects the way they see life, you, threats, others etc. Just by simply being aware, you enable yourself to make the necessary adjustments in how you approach them, interact with them and how you provide services to them. Imagine the client who goes into a full panic attack when walking through and dealing with crowds or the client who suffers from dementia and you have to introduce yourself for the 100th time.

     Although we highly emphasize the importance of creating and maintaining a medical profile for your client and keeping the involved agents apprised of this information, not many companies practice this. Until you are informed about a disorder or medical malady by your supervisor, predecessor or the client himself, it may take you quite some time with dedicated personal observation and study to discover what you are dealing with. Again, do your due diligence to find out what the condition is or may be. If you can consult with a therapist, do so while always maintaining the utmost discretion and confidentiality. In a case where this may not be possible, an easy way to find more information is by using the Diagnostic and Statistical Manual of Mental Disorders (DSM), the handbook used by health care professionals as a guide to the diagnosis of mental disorders. The book contains descriptions, symptoms, and other criteria for diagnosing mental disorders. However, as with “Googling” your symptoms on the internet, one must be very careful of how to use this handbook and the information it contains.

    How you approach your clients who may suffer from mental health disorders is very important and can help by creating a healthy relationship and a positive protective detail while avoiding conflicts and awkward or embarrassing events.

These are some key points to have in mind:

  • During a crisis moment, pause, stand back and assess the situation before approaching. What you see on initial approach may not be as it appears.
  • Be careful with your tone, speak slowly and in a calm manner. You, your tone and your body language have an enormous effect on the situational outcome.
  • If need be, introduce yourself again, explain why you are there and ask how you can be of assistance.
  • If they appear disoriented, reassure them, remaining calm yourself. This will have a drastic effect on their mental status as well.
  • Listen to what they would like and respect their wishes if possible.
  • Do not rush them, create space and give them their time.
  • Make sure you are providing a quiet and discreet place for them, if needed, kindly request that all other people present exit to allow them a few minutes of quiet.
  • Remain calm and have patience. Listen, don’t speak…Sometimes a willing ear is all that is required to assist in a peaceful outcome.
  • Try to identify the cause of their respective triggers and reduce any noise levels and confusion.
  • Keeping their triggers in mind, always take appropriate measures while travelling or attending events to eliminate awkward moments or embarrassing circumstances.
  • Know your limits and recognize the difference between what you feel comfortable handling and when it is time to ask for a professional intervention.
  • Never forget, you are NOT their therapist but their Executive Protection agent, concerned about their wellbeing.
  • If you are interested to learn more and being more prepared, there are many Psychological First Aid or Intervention to Crisis classes available online.

     Dealing with someone who has physical disabilities or mental health disorders is no easy task, no matter how well prepared you are, and especially when you are facing it from the aspect of an Executive Protection agent. However, when you have done your due diligence, sharpened your client awareness skills and made all the required and necessary preparations, you can achieve calmer details with very few calamities and avoid unneeded conflicts and give your client security, confidence and peace of mind.

Understanding that the people you interact with, provide assistance to or the very person you are directly protecting, is in pain, stressed, fearful, angry or extremely confused, etc and being able to recognize these moments and have a plan of how to deal with it properly, will help soothing these anxious and difficult behaviors at the earliest possible stage providing a stable, professional platform from which to provide services.

Chris Grow

AUS Global Special Services Travel Team

Managing Partner LeMareschal LLC

Denida Zinxhiria Grow

Founder & CEO

Athena Worldwide & Nannyguards

Managing Partner LeMareschal LLC

Contract Management for Security Providers

One of the biggest challenges that the majority of the security companies will have to deal with is not so much being able to obtain a contract, but to be able to properly maintain that contract once it’s signed and done. We are all quite aware of how many times the intricate contracts for various clients have changed hands over the years. While some might think it is hard to land a good contract, maintaining it professionally and properly while providing what you are being paid for may be very difficult for some companies. According to numerous studies, the average company loses nearly 10% of their clients due to their poor contract management. Why is that? Well, managing contracts (and the corresponding projects) is an overlooked form of corporate leadership and a large part of a company’s operational function and market viability. Project and contract managers must be able to interact frequently with their agents in the field, subcontractors, vendors, stakeholders, family offices and, more often as not, the client himself/herself.

‘’The International Association for Contract & Commercial Management (IACCM) identifies 7 major areas of contract management weakness:

  • Disagreement regarding contract scope
  • Weaknesses in contract change management/retention
  • Performance failures due to over-commitment
  • Performance issues related to a disagreement/misunderstanding over what was committed or requested
  • Inappropriate contract structures
  • Disputes over pricing
  • Issues with subcontractors’’

Now let’s discuss some of the most common causes that may cost a security provider one of their contracts:

  1. You are charging significantly more than is proper (Faulty Pricing)

At some point we have to admit that quite a number of companies will overcharge a client merely because of who the client is and not particularly what their security needs or threat level may be. You cannot begin to expect one client/contract to change your own wealth status or single handedly build your company’s gross revenue and/or profit. It is neither ethical nor professional for your corporation to make 2 to 3 times more profit than the agents working the detail on the ground. We all have our levels of operational expenses, but don’t pass that bill on to the client or your protective agents. Make a profit, but make one within logical expectations.

2. You are ‘’suffocating’’ your  client

Either: A) You have placed more agents than are needed (Again, this comes back around to profit: The more agents  on the ground, the more you can charge), B) Your agents are not exercising proper situational awareness and how to be flexible with protection levels versus the client’s perception of asphyxiation, or C) The company holding the contract has not done a proper Risk/Threat/Vulnerability Assessment and/or are not trained, experienced or knowledgeable enough to ascertain proper staffing and logistics. Some companies will ‘’overreact’’ on the threat level to make their services appear quite necessary to the client, while in reality, achieving the opposite result.

3. Not being able to provide services as promised

A protective detail is comprised of many elements and sometimes you have to be able to provide additional services as you go. You must be the one who can foresee what is or will be needed and provide it before the client even asks for it. We have heard of many companies who fail to render even the basics of what they agreed to provide. We have seen details operating with less manpower than what was requested or changing the personnel so often because they fail to keep the professional agents or cannot staff it properly. Have in mind, clients need stability and familiarity and will become unsettled when they see or must become accustomed to new faces.

4. Failure to accommodate clients needs and solve operational issues (Lack of Customer Insight)

We’ve all heard the phrase, “The client is always right”, correct? Well, from the moment you signed that contract, you alone are the one who must do whatever it takes to construct a smooth protective detail and provide peace of mind to the person who hired you. You alone are the one who must be stressed, work long hours and find a way to solve any issue with the security team or the client’s needs, not the client. It must appear as though all is under control and operational.

5. You are not providing services to a level or standard that is expected and required

We can all agree that our prospective clients will want 3 things: A) To be protected, B) To have the best close protection agents, staff and logistics that their finances can obtain (they fully believe they are paying for the best either way) and C) To have peace of mind. If your corporation is hiring unqualified, unprofessional or unethical agents, or utilizing contractors of the same substandard quality because you refuse to pay for the ‘’good ones’’, the client will soon start looking for another company.

6. Your Project or Contract Manager has no vested interest in the contract (Neglected Contracts)

This occurs so many times when the person who is working for an ‘A’ list company, as a Project or Contract manager, simply doesn’t care to deal with the issues, stay intricately involved or maintain the contract for his company. Most fail to have good communication skills, which is one of the key elements when dealing with clients, vendors, staff, stakeholders or agents in the field. How you communicate during common, day to day interactions with people or personalities will be just as valuable, or more in some cases, as to how you react during a crisis situation and the solutions you are expected to provide. Merely having a project or contract manager on your staff isn’t nearly enough. You must have an individual who can be extremely flexible, can develop a strategy out of thin air and be able to solve complex issues, without raising undue alarm, if they arise.

      While these are just a few of the common pitfalls that a contract manager may find themselves encumbered with, each client and contract are unique and every company needs their respective contract managers to be creative, innovative, and highly observational so as to catch any of these issues far before they become problematic and present solutions to overcome them. Our task is not just to sell the client on our services and then walk away, but we are expected to, and should without failure, continue to provide the highest level of service and commitment to our clients that they have come to expect. The sale is the easy part…How we treat and care for the client and their contract once we sign on  the dotted line will either build our reputation and lead to more success or it will cause a loss of trust and failure that cannot be easily repaired or regained resulting in the loss of the contract.

Chris Grow

AUS Global Special Services Travel Team

Managing Partner LeMareschal LLC

Denida Zinxhiria Grow

Founder & CEO

Athena Worldwide & Nannyguards

Managing Partner LeMareschal LLC

Mentoring Security Professionals

We will be launching a series of educational webinars that are absolutely free to attend. The aim of the webinars won’t be to present people and their past stories, but to have specific guests who will combine their experience and training in the industry in order to teach you something new, to help your professional development and to provide consultation for you. They will share their opinions, the “do and don’ts” of the industry and answer your questions.

And the best part? The content of each webinar will be developed by you! While we are working on our next webinars, let us know either by a comment here or via email at info@lemareschal.com what topics would you be interested in having discussed, answered and/or receive consultation on? This is a webinar created for you, by you!

Executive Protection Agents in a Rare Interview with a Retired Paparazzi

It’s not very often when we have the ability to interview and learn from our adversaries. While most efforts are seemingly focused only on physical attacks, they do not give enough emphasis to the paparazzi, media, and all that this facet of protection entails. But we’ve got you covered. This is an interview we have been wanting to do for the last 5 years. What we learned from a retired British paparazzi is that pointing a flashlight toward them won’t work, neither you are safe if you block the tail number from your private jet. We also learned how they find information about your clients, who are willing to pay a lot of money to buy your pictures (no, it is not only the media outlets), to what length they will go to distract you and get that picture and why you will be not able to buy their silence.

*Disclaimer: During this interview, you may encounter offensive language content within the realm of your site.*

** For permission to use this video please contact info@lemareschal.com**

***Copyright @Athena Worldwide, a LeMareschal LLC company. Any illegal reproduction of this content will result in immediate legal action.***

Things to consider before you hire an Executive Protection team aka Bodyguards

 To all CEOs, celebrities, VIPs and high value individuals…

At some point in your careers, you will most likely find the need to retain, or at the very least, inquire about close protection services for yourselves, your loved ones and possibly for those you employ closest to you.
      Now, the list of companies and corporations that provide these type of services is quite lengthy and, while at first they all appear very impressive, you need to be thorough as you take a deep look at them and the ideals and morals they represent. Again, you are searching for the perfect fit that best protects yourselves, your families, employees and all things that you need secured and confidential.
      A quite disturbing trend as of late has been the repeated posting of pics with you as the client, at your locations and in front of your vehicles, private planes, residences, etc. while boasting about the details of who you might be, what was happening or other items of a secure nature. Now, this is entirely unacceptable no matter what the terms or conditions of their employment may be with you. You, and all that that may encompass, are to be secure, confidential and invisible for all intents and purposes. Period.
      Social media has become the source of all communications amongst a great number of these entities and this in turn has led to a trend of exposing enormous amounts of confidential client information when it is not only unnecessary but highly unprofessional and, frankly, childish. At times, it has even been portrayed as “marketing” when, in it’s true form, it’s nothing more than schoolyard bragging.
      So, when researching a prospective organization that you perceive may be the one you will choose, a thorough search of all related social media should be performed. The company’s sites, the reviews and even the social media sites of any/all possible employees that you might hire from their corporation. If they are willing to expose their previous clients with seemingly reckless abandon, you will most likely be the next celebrity/VIP pic that hits the Facebook/Instagram/LinkedIn circuit and that is, I’m quite sure, not your desire at all.
      Many companies will show an endless supply of “tactical” pictures, extreme condition photos, worst case scenario snapshots, etc. Please understand that most of the organizations are composed of a large number of former military members, former LEO/SWAT members and private security contractors who have “been there & done that”. But it is always wise to remember that while these skills are highly advantageous should everything go tragically wrong in your day, these type of days should never happen if the proper planning is performed which is completely above and beyond the “hard skills” as they are often referred to.
      Another highly recommended item is a detailed NDA and total social media blackout for all involved. Leave nothing to chance and be very clear regarding the seriousness that this represents to you and the severity of disciplinary action should it be violated. Again, you and all you hold most dear are to be secure, confidential and private and definitely NOT on the front page of a local newspaper, tabloid, media page or out to the highest bidder.
      Always remember this…You came looking to us with your concerns and fears, placing your overall well-being in our capable hands. With that in mind, you should always feel protected, safe and secure from anyone or anything that might wish to harm you. And that harm should NEVER be at the hands of the very people whom you have so willingly trusted to provide the very best security, protection and peace of mind.

Denida Zinxhiria Grow

Founder & CEO

Athena Worldwide

Athena Academy

Nannyguards

At Athena Worldwide we are industry leaders for promoting, training and staffing female bodyguards internationally. With our affiliate offices, we can provide world-wide close protection and executive protection services for entertainment professionals, politicians, CEOs, Royal Families, journalists, clergy and corporate personnel. Want to find out more about female bodyguards? visit www.athenaworldwide.com

How do you properly handle your client’s budget?

 One of the most serious of all professional deadly sins in our industry is the overcharging of the client or spending his/her money unreasonably and/or unwisely. We have seen too many companies presenting the “threat” to be much bigger than it truly is so they can cause more fear and create a dependency from the client and assign more bodies on the ground. The more bodies you have on the ground, the more money you can charge. The problem with this is not only the unethical portion but also, at some point, the client or someone from his company who is in charge of the security budget will sit down, evaluate and decide you are ”too much”, cutting down on the number of agents, simply decide to go with another security provider or, worst-case scenario, accuse you of fraud and unnecessary overbilling and take legal action against you.

   What most people don’t know is that someone who is going to reach out to you for his/her protection, either needs it or thinks he/she needs it. They want to hire a company and be done with it. Replacing you or searching for another provider is something they want to avoid, if at all possible. Those clients are looking for stability so if they seek to replace you, chances are your services are lacking something important or there is something wrong with the numbers you are charging.  How many of you have started with a team that the number of agents has been reduced to even half after a couple of months? Overcharging can be quite damaging to your contract as it will clearly show you are taking advantage of said client.

    Another issue that can make clients go searching elsewhere for services is how you manage their budget. We all know those operatives who will order the most expensive dish on the menu ”just because the client is paying”, or those operatives who will charge for services outside of the clients’ responsibility for their expenses while on duty. Yes, there has been that CPO who charged the client for that expensive spa treatment, or the massage, or the most expensive wine bottle for room service, or that one who demanded first-class airline tickets…and the list with the real-life cases goes on. 

    Just because a client is taking care of your expenses during your rotation/duty hours, it doesn’t mean in any way that you should take advantage of or abuse his/her budget or money. And often as not, this expensive lifestyle you are witnessing is THEIRS, not yours. Remember your place and who you are to the client and to the detail. If the client offers something, be grateful but always keep in mind, that was a one-time thing, not a proposition to continue with some type of spending spree on the detail’s part. 

     These types of protection professionals and their corresponding behavior show the level of how unprofessional they are and how much they disrespect the fact that someone else is kind enough to provide for all their costs while they are in the client’s employ. A CPO who knows how to properly manage his/her client’s money will always go much further and always be considered and thought of as a real professional.

Denida Zinxhiria Grow

Founder & CEO

Athena Worldwide

Athena Academy

Nannyguards

http://www.athenaworldwide.com

http://www.nannyguards.com

Female Bodyguards

Female Bodyguards are in high demand!” I am sure you have heard this before but as a female Close Protection Operative you are still struggling to find a job. There are many misconceptions regarding our role in the industry. In this article, we will try to address some. 

Anyone who has read my articles knows that I base most of them on questions or inquiries from those professionals who either offer good and accurate advice or from those who ask for it.

First, I prefer placing female Close Protection Operatives with female clients or their children for the client’s comfort or peace of mind. Some males are easily suited to this task but the client may simply think that a male does not belong in constant close proximity and occasionally in isolated private settings with the kids or a client’s wife. This can be equally true with female CPOs and male clients but the concern of inappropriate behavior with the children dissolves when a female is placed with them. Remember, it’s always up to the client.

The most active topics to come through my office are all related to females in the Executive Protection industry. As a female CPO, a business owner, and as the founder of a successful training academy exclusive to females in the Personal Protection Industry, I will address a few of the most popular statements I am routinely tasked with arguing against.

“A female CPO is better than a male CPO”

Your gender doesn’t make you better in this profession. What allows you to outperform a colleague or be more suited to a specific task is how well you meet or can adapt to a client’s specific needs. In our case, the security needs that a client may have might be provided by a female, male, canine, or even a machine.

“It is very hard for a woman to break into this industry”  

Well, it is also difficult for a male to break into this industry. Training, experience, personality, knowledge of how to dress, how to drive, and a really well-polished CV mean nothing if you believe that you have some preordained right to be here. Both women and men alike will be passed over equally if they lack humility, charm, manners, couth, education, social polish, or real-world experience. Which of these is most important?

“It is hard to find a job”

Keep in mind that the market for female CPOs has historically been smaller which means you have to compete harder to get the job.

It is worth mentioning that in cases where security is needed for females and kids, many clients are looking for not just female CPOs but feminine looking females to place next to their wife, sister or daughter so if you are a female with a very harsh or more masculine appearance, you reduce your chances of being hired. And if a male appears too feminine or too “cute” or even too “handsome” he may not be hired either. You see, it is not your gender, it is the appearance you choose to reflect to your client, and it is your client’s perception you must cater to in order to get hired.

Additionally, my records show that a majority of females who want to break into the industry seem to be older than 40 years of age. It seems that many women who are retired Law Enforcement or military are looking to get into the private security industry. The fact is that unless you are applying for a Nanny position, most clients are looking for 25 to 38-year-old CPOs with at least 5 years of experience. So at 40+ with no experience, men and women alike stand less of a chance against a younger experienced CPO.

Finally, among those women who complain that they can’t find a job, a vast majority of them do not have what it takes to be hired or they do not know how to sell their skills. Having a large database of female candidates and qualified operatives allows me to compare them to each other.

Here is what I found out of 400 applications: 

Some don’t have a passport.

Some don’t have a local State license and can’t drive.

Some have no firearms license or experience with anything mechanical.

Some are waiting to apply for licenses as they are interviewed and being hired by a client or a company.

Understand that if you don’t have the licenses or other qualifications, you will never be considered for a position, so act in advance. And if you make a misstatement of facts to get hired, you will get fired and never hired again.

Some are not willing to relocate and looking only for gigs in their area. Many female candidates are not willing to relocate due to being married with kids. Although a male CPO can leave his wife and kids behind, it is traditionally harder and less socially acceptable for a female CPO to do so. Many women in the U.S. left to fight in the Gulf War in 2002. The practice of the Father staying behind became acceptable there and the trend quickly spread to other countries.

Some are not willing to take an entry-level position even though they have not much experience.

Some do not know how to present themselves professionally during a phone, video, or live interview.

Some women practice the outward arrogance associated with a man’s success when they have a couple of good assignments and don’t recognize when this attitude is rejected by the client or colleagues. This is a problem with the men too so again, no difference.

The result is, if you rub the placement company or client the wrong way, your CV goes in the trash. Turn down too many offers due to money (I had a candidate with zero experience who was requesting more payment than what the rest of the team was being paid) or other issues and we will stop calling. If you don’t have a verifiable track record and reputation, you cannot make demands. Fail to answer when we call with an offer or fail to present yourself after the first selection and we will not call back……ever. Clients are looking for people who can commit and be responsible.

“Female CPO’s are paid less”

From my experience both personally being an operative and placing females with other companies or clients I highly disagree with this. I have always been paid the same as the rest of the team and even more than the rest of the team when my performance or qualifications were measured against theirs.

In closing, we need to clarify and understand four things:

1)        If you are making less than your colleagues, male or female, remember that you agreed to the terms of your employment. It was your choice.

2)        If you don’t know how to ‘’sell’’ your skillset then you have missed something in your professional training. Go back to the basics and learn how to respond to a contract offer.

3)        If you are a beginner, you may have to agree to a lower rate in order to build up your experience and work portfolio. If you do your job, you will progress.

4)        Because of the nature of the services needed, some team members may work fewer hours than the rest of the team, therefore they may be paid less. If you are a female working with the kids for 6 hours a day, you cannot compare your position with a CPO that works for 10 hours driving the car or standing next to the client. If you are doing equal work on equal ground, you should argue for equal pay and equal treatment. If you don’t like the terms, don’t take the job. If you find out after you accept a position that you are paid less, chalk it up to a lesson learned and don’t make the mistake next time.

The demand for female CPOs has increased steadily over the last decade. If you are not working or not earning what you think you are worth, ask yourself the following:

-What kind of experience do I have?

-What education do I have?

-Does my personality, loyalty, integrity, knowledge, skill, and ability add to the client’s needs or solutions?

-How I’m I presenting myself in online forums or social media? Unfortunately, there are many female operatives who are using unprofessional ways to present themselves in the industry. Provocative pictures, aggressive and insulting language to other operatives, etc.

-How does my CV measure up against the other candidates interviewing for a position?

-Am I willing to take an entry position job or a job that pays less to progress and make my connections in the industry? Some companies may not have the budget to pay big money and they may be stuck with finding someone, so if you have nothing else to do, I would highly suggest you take that job. Many of us would highly appreciate an operative who can cover a position when we are having hard time filling it and make sure we call you again for a better placement.

If you need a professional assessment of your CV or even your image or need to add to your skillset, go to our website. There is guidance there to help you. Or reach out to us.

Remember, ladies:

You are equal in your ability to protect a person from the threat of another but the opportunity to perform will be based on a human being assessing your value to the effort. What are you doing to increase your value to the person that needs what you offer?  And, as always, there are a number of well qualified, experienced, time tested female agents out there that you can reach out to and speak with regarding further questions, mentorship, and guidance…We’re all here to help!

Denida Zinxhiria Grow

Founder & CEO

Athena Worldwide

Athena Academy

Nannyguards

www.athenaworldwide.com

www.nannyguards.com

At Athena Worldwide we are industry leaders for promoting, training and staffing female bodyguards internationally. With our affiliate offices, we can provide world-wide close protection and executive protection services for entertainment professionals, politicians, CEOs, Royal Families, journalists, clergy and corporate personnel. Want to find out more about female bodyguards? visit www.athenaworldwide.com

What kind of a security business leader are you?

Over the last 10 years, I have written a few hundred articles and granted interviews related to protective work within our industry. I have almost always addressed topics of interest from the perspective of a Close Protection Operative or directed advice or opinions toward the CPO.

As threats change with the times, the topics of discussion must change and occasionally we have to address an old topic from a fresh perspective. This article is directed to the security company Owner or Manager and addresses a more mundane yet equally important topic: INTEGRITY.

What many company owners and managers will tell you they are looking for when hiring someone to work for them (and represent their companies), is loyalty, dedication, hard-working, punctual, positive attitude, team player, ethical, honest, law abiding, professional. It shouldn’t be surprising but many employees are looking for the same qualities in a company’s top leaders.

Most of us as Managers, CEO’s, CFO’s, COO’s, or other Owners fail to remember that when our company is awarded a contract and we hire people to work for us, our organization’s integrity is judged by, and dependent upon our employees.  So as important as they are to us, why did they suddenly resign?

Most successful protection organizations are managed by company Owners, Managers or CEOs who have been operatives at some point in their careers, so it should be hard to understand how they would neglect their employees, but it does happen all the times, and I do understand.

Below I will try to point out some issues that allow for a toxic work environment for both employers and employees which lead to turn over and poor loyalty.

Each company has its own vision and goal. The question is: are you as the creator or guardian of that vision as loyal to it today as you were on day one? Are you loyal to the people who work for you, to what your company represents, to the profession? Or are you ‘’bending’’ your own work ethic or clouding your company’s vision for that monthly check? Great operatives sometimes work for organizations that have cut corners, lagged behind in paying their employees, failed to support their employees, siding instead with the client, and forcing employees to quit before it was time to give them a raise. If you think that your employees won’t quit and inform everyone they know (including your competitors), about your conduct, you are wrong.

Are you on time with your responsibilities toward the people that work for you? Are they getting paid for their working hours/days expenses and benefits on time? “I HAVEN’T BEEN PAID BY THE CLIENT YET” is not an excuse for not paying your operatives on time. Operating a business and hiring people means you have a specific amount of capitol you must set aside to insure payroll. Failing to achieve payroll independence probably means you are mismanaging your profits and maybe your company. Do you return phone calls promptly? Do you promise performance raises at 6 months of employment and then wait for the employee to beg you for it at 7 months?

Are you honest regarding employment contracts? There are companies who practice “Shadow Contracting”, which uses two sets of terms: one for the clients and one for the operatives. The difference between the two are the services promised to the client within the terms of service and what the operative believes they are signing up for in pay, working conditions, risk and support. In most cases, the client is unaware of this.

Additionally, when you hire a CPO, you informed them about the initial threat assessment, so until they get their foot in the door and deal in real time with the client and his environment and do their own assessment they have to rely on what you know. As we know, in our line of work, the threat level is, in part, what sets the cost for our services. Some organizations will not inform an operative of the real threat level in order to pay the operative less.

Are you a law abiding professional? Unfortunately we have seen people with criminal records running security businesses or Managers who don’t mind hiring employees who have prior problems with the law or regulatory authorities, who add them to their company administration or to their CP teams.

These decisions initially affect the CP effort but quickly destroy the trust and loyalty in the organization as a whole and eventually the Client relationship.

Are you a team player? I have heard the phrase “I want you to see our company as your family”, many times.  This is a hollow statement because:

  • They already have a family.
  • They are usually under a contract with a time limit
  • They will never feel like family when your family and friends are in all of the key positions or in charge of the operations.

As a business owner, manager or CEO you have to think ahead and take care of your people. Some contracts require assignments in distant cities or other countries. Those people, who work for you, protect your client and basically make money for you and are away from their homes and families, possibly in a different culture, unfriendly country or in a domestic environment which tests their patience, fidelity, fitness and temperament.  Are you focusing on what the CP needs to succeed 20 or 30 or 60 or 90 days into their assignment? Are you watching for complacency and prepared to replace or rotate your CPO’s if complacency or boredom becomes apparent? Did you remember to add this possibility in the client’s contract and explain that the CPO the client starts with may not be the one they end up with?

Do you regularly check to insure that your CPO’s do not exceed 10 hours a day in service and that they receive proper time for rest or rehabilitation or training or fitness? Did you put these terms into the contract? Did you secure a retainer?

Recently, I was made aware of a female CPO that took an assignment in a country she had not worked in before. She took the assignment with a signed contract which she was awarded because of her experience working with and protecting children. She was promised a weekly bi-weekly paycheck, time off, 10 hour days, clothing, food, lodging, travel and other allowance “reimbursements” and was furnished equipment. Within 30 days, she was behind 2 paychecks, out of personal money due to not being reimbursed, was working 18 hours a day, was being berated daily by the client’s wife, not allowed to discipline or correct a spoiled child and was not accustomed to the local exotic diet which was her only source of food, resulting in her being sick and under nourished much of the time she was in the country.  Additionally, she was not able to leave once she decided to do so and had to work an additional 4 months before finally being paid an adequate amount of money to allow her to “escape”. She has not yet been paid the balance of what is owed her and has no legal means of demanding or recovering her earnings. The company is still in business and continues its practices. It has no loyalty and the internet is now peppered with negative comments about it.

If you see fallacies in your corporate hiring and management practices or are experiencing a high turnover in CPO’s or your management staff, spend some money on a private consultant. They can evaluate your practices for far less than what you are losing in lost contracts and overtime or training costs due to employee turn-over. Having the right people working for your company and stay with you for a long time is the best investment you can do.

End f the day, while you are running your own security firm take some time to remember where you came from and guard your reputation within the industry.

 

Denida Zinxhiria

Founder & CEO

Athena Worldwide LLC

Athena Academy 

Nannyguards®

www.athenaacademy.com

www.nannyguards.com

Proud Member of International Security Driver Association (ISDA)

http://isdacenter.org/

 

Interpersonal skills for security professionals

You paid thousands of dollars for training and thousands more on equipment, firearms and clothing. Add in the cost of travel, hotels, meals, time off of work and other expenses and you are finally qualified for work, according to you. But what does the Client value in a protector? It may be no surprise that interpersonal skills top the list. Good manners, eye contact, a firm handshake, a timely smile, and an expansive vocabulary are just the tip of the iceberg. Knowing how to negotiate, and more, knowing when to remain silent are also key to a Client choosing you over an ex-WPPS Private Military Contractor.

After decades in the protection industry, it is continually apparent that while “fieldcraft“ is absolutely valuable and indeed essential to a Client’s required prerequisites, it is the “intellectual” skillset with which the Client has the greatest exposure, (and hardest time finding).

Many laugh when first hearing about interpersonal skills in the personal protection industry. They believe that as long the client is safe, nothing else matters. We all know that we are getting paid for that 0,1% chance that may require us to respond to a threat and “save the client”, but the rest of our time will be spent interacting with the client, their family members, employees, domestic staff, and our own colleagues. And just as important are the paparazzi and the public, both of whom have cameras in hand. One wrong comment or gesture and the Client’s embarrassment results in your termination, and possibly a civil action.

Social interaction requires specific interpersonal skills. Your ability to react or reply appropriately is crucial. Using the wrong words with the wrong person and your years in the sand box or skill with firearms won’t save you. You will be fired within seconds.  It happens every day and some of you won’t even know why.

Below we will try to give you some tips from ours as well as our colleagues experience and mistakes and even included some comments from past clients.

Your relationship with the client:

If you have any understanding of the industry at all, you know that you are with a client because someone within the client’s entourage has a fear that you have convinced them you can quash. In a combat zone, there is real fear of capture or death. In a large city in America, spy photos of the client out in public, drinking with friends, and in Mexico, Kidnapping. In many instances, you may be with the client 10 to 16 hours a day. So how do you spend that much time with them or their family, under that kind of stress without getting emotionally connected to them? Stick to the old adage: “Be seen and not heard”.

First of all keep in mind that the client is the one paying you, no matter how unrealistic his requests may be, you must adapt to his ‘’wants’’ and ‘’security needs’’. You may not be allowed to do what the job requires or have the manpower or equipment needed but you will have to adapt and do your job with what you have. You may be asked to be in position X and not Y because the client doesn’t feel comfortable otherwise. Consider too that it is also difficult for someone to get used to the idea of having strangers around them with every step they take and with every person they meet. Consider what you are doing that might be adding to or reducing their tension. Talking, staring, where you are standing, your cologne, or your actions can all add to a client’s frustrations.

The professional is one who can work with the difficult client, not the other way around. If you are lucky enough to work for that easy going client good for you, but most of the time you will have to deal with people that will test your limits. Have you ever had a client ask you to protect him but not to be within sight of him?

New professionals usually ask how they would deal with different challenges, like “what if the client asks me to have a drink with him”? What if the client asks you to do things that are out of your area of responsibility?

If you are a Close Protection Operative of the opposite sex of your client, then be prepared to deal with even more difficult situations. Traditionally mixing stress and fear with the comfort a protector can bring and the power and wealth of a client, (or his wife), and an opportunity……

Every one of us, client or Close Protection Operative (CPO), have different, social backgrounds and if you add to that different cultures then be ready to deal with more difficulties.

 

Boundaries

For many of us who have spent years in this business, (If we are successful enough to still be in this business), we have learned where our boundaries lie. If you are new in the business consider that boundaries exist for all of us. The client has them and so do you. When we are hired to protect a person, we are actually being allowed to step far inside their boundaries but they should not be allowed to step too far into ours. We will see a client in their most private and vulnerable moments, but what happens to our persona as “protector” if they see our weaknesses and vulnerabilities? And what happens if someone outside the client’s circle identifies our weaknesses or vulnerabilities?

How do we identify a client’s boundaries, and how do we educate them on ours? It’s really very simple; we ask. We should consider their social and moral code, their habits, vices and health issues and their fears. Sitting down with the client and discussing their needs and simply asking them where their boundaries are and letting them know ours is crucial to the success of a long term assignment. It may be no big deal for a client to ask you to enter a room where they are using drugs in a party setting or where he and his wife are in bed, but this may be beyond your comfort zone, (your boundary).

What is the difference between professionalism and friendship? Here is a simple rule: “You can’t buy friendship”. If you are being paid, you can’t be friends. If you want to be friends, stop taking the client’s money. Crossing the boundary between Professional and Friend is never successful.

From my personal experience I have found that when I was acting strictly professional the client was uncomfortable. Our task is to make them feel safe but when we appear ‘’untouchable’’ they believe we don’t understand their fears or what they’re going through. It is very important for them to feel we understand them. It is not easy to be the client….Sometimes they will open up and talk to us and we must show them we are listening. This is not friendship. This is part of our job.

If you get too friendly, then automatically your professionalism will suffer in your client’s eyes.  Not because he doesn’t trust you anymore but because your laps in professionalism suggests to him that you won’t be taking your job as serious as is needed.

Consider how Psychologists work. They cannot offer professional counseling to people who are in their family or with whom they are friends. They certainly cannot start dating a client.

It is understood that you may share many hours with the client. Talk to him only when he talks to you or when you have to say something that affects his safety. Avoid starting a conversation but always be friendly if the client decides to speak to you. If you are asked a question, try to answer it with a single sentence.

Your relationship with the client’s family members will have to be the same. Don’t be too friendly with them or other staff or guests. Remember who hired you and why. Remember who cuts your check and who ultimately you serve. You should answer to only one person. If you assist or serve anyone else, it must be with the approval of the client and then only at no cost to them.

If you appear too unapproachable or “hard”, you will intimidate those you are serving. Too approachable and the family and everyone else will feel comfortable approaching you. And it will always happen when you need to be focused. Take a middle position with your client which is addressed with professionalism. Again, prior to accepting your contract you must clarify from whom you will be given orders and directions regarding your work.

As a CPO your job is to protect you client’s life and image. You are not there to carry their briefcase or shopping bags, etc. You also should not be carrying the client’s child on your hip, or holding doors open or performing domestic chores. Remember to keep your hands free.

Don’t be afraid to say “no” when you are asked to perform duties which are outside of your role. The client is hiring a CPO not a maître ’de or a butler. It is professional to politely refuse to perform a task outside of your agreed responsibilities instead of accepting it and putting in danger a client or your life. He has hired you to provide security services and nothing else.

The client must see you as an educated, well trained, experienced and professional person, and it is up to you alone to earn his respect. If your client respects you then any of your suggestions concerning his safety will be accepted by him positively.

Alcohol? NO, NEVER, EVER…..while working. But……

What if your client calls you for a drink or coffee while you’re not on duty? In this case you have to ask why he is calling you. Does he see you as a friend or do you think he wants something unrelated to work or to talk about your work? First, remain professional. If your client calls, you respond. Then avoid alcohol at all cost. Consider that in many countries and especially in the United States, if you are in possession of a firearm and you are questioned by police with alcohol in your system, you will be arrested.

Physical Relationships

Sometimes the most dangerous trap a CPO may fall into is to have a physical relationship with his client or the client’s spouse. Remember that movie where the bodyguard was sleeping with his client? Art sometimes copies life. Being emotionally involved with your client, (or anyone in their circle), no matter how unprofessional we see it, has happened with some colleagues. Understand that if this occurs, the CPO is always at fault. Because the client is dependent on you, they may be more likely to share raw emotion with you or let you all the way in to that last boundary, the personal physical boundary. Take advantage of this vulnerability and you are solely to blame. And if you think you found the love of your life, you will be replaced by the next person the client sees power or an emotional investment in. And who is going to write you that professional referral letter then?

Sexual Harassment is rampant in our profession. Male CPOs are approached by everyone who is attracted to the perceived power of the protector or by anyone trying to get to the client or get into the client’s circle. But if you are a female CPO it is much worse. You will get barraged from both males and females, clients, their family members, friends and then your colleagues. Additionally, sometimes due to culture, there are those who believe that because they hired you to protect them you are there also for ‘’extra services’’. There have been cases like these which have been unreported to authorities but are a common problem within the female CPO industry. Again, that sit down meeting with the client prior to taking the job is strongly suggested.

 

Your relationship with colleagues:

During our career we will have to work along with people who don’t share the same work ethic, qualifications, training and experience, background, morals or values with us. So whether we like or dislike someone, we shouldn’t allow it to affect our professionalism. Our first loyalty is the client’s safety and the study and mastering of the art and skill toward this goal. Our second loyalty is to the industry to which we have dedicated our lives. Loyalty to our colleagues falls within this, not the other way around.

As we all know, Close Protection is a profession that is unfortunately void of professional standards and requirements. Each country, and even each State has its own licensing or training requirements and in many cases no training is required at all. In light of this, you realize that you have to work to solidify a team with people who bring with them different experience, skills, training disciplines, standards, professionalism, culture, and ethics in the same way a sports team or elite military unit has to work through individual differences to become a uniquely cohesive team.

It is very important that each one on the team promote and maintain a strong working relationship  with the others as well as the client, and of course other people who we may be in contact with (house personnel, office staff etc).

Some of the people you are working with may have more or less skill and may be younger or older. So in each situation you must address your issues with them with respect. Never offend anyone no matter the reason, never correct someone while anyone else in present. If you believe they made a mistake you can ask if he would mind a tip or advice. Not many people are open to advice from coworkers. If they refuse your help, respect it and leave it alone. If a colleague makes a sexual advance or even a comment that you are not comfortable with, address it quickly.

In our work it is very important when an issue occurs, to take immediate action to address it. Later you can do your research and as a team and correct it. As in any team, constructive criticism is meant to eliminate future problems.

Try to avoid conversations with your colleagues that include topics which trigger emotional responses like sports, religion, sex or politics. No conversation on these topics can contribute to your client’s safety.

Avoid discussion about family and do not share details about your family, spouse, kids or home life. You don’t know how the information may be used against you or your client later. Can you be blackmailed? Could this affect your client or team?

The only conversation you should entertain is the one that adds to your client’s safety.

Your relationship with fellow citizens and Law Enforcement:

In most countries your authority or legal ability to act is no more than any other citizen.  Trying to get a free pass at the club or disturbing the peace will give you and your client a bad image. No you can’t stop the traffic, park whenever you want, stop people from entering in public places or ask to search them.

Many of our colleagues come from a Law Enforcement or Military background, they use to have their own language with their former colleagues and may work along with them or ask for their help. Remember that active Law Enforcement personnel have their own agendas. They are not part of our industry any more than we are part of theirs. Do not ask them to help you do your job. Some may abuse their authority and use it to get close to your client, and may even try to replace you. Be respectful and keep your distance.

Your networking activities

It is common and we see it almost every day in online networks or forums, people who hide behind a “screen” or “nickname” and make negative comments about other colleagues. It is seen by most as cowardly at best to make public comments about someone while hiding behind a false identity and further, without allowing the victim or viewing audience to verify the experience or credentials of the accuser.

Industry forums serve a couple of purposes. The first is to inform and the second is to allow comments and feedback for the purpose of informing. Unfortunately, they have become a place for the unimpressive to gain their 15 minutes of fame. These chronic complainers, seemingly have plenty of free time, (possibly due to their unemployment), and repair their egos by blaming or criticizing others. Yes, there are non-professionals and there are professionals, but a forum is not the right place to show who is who.

For those who like to comment on different articles or posts online (…that includes many of us…) before you hit “send” be sure you:

1) Read the article/post carefully. It is very disappointing to see colleagues who post a negative comment on an article when it is clear that they neither completely read nor completely understood it.

2) Offer a solid answer/opinion based on logical thoughts or facts (or evidence/search results). Recently, someone tried to show their disagreement with an author. Their only approach to a counter-point was insulting the author which actually proved the author’s point.  Someone else tried to answer him by copying and pasting parts from the article and offering negative comments on the excerpts, which further proved the subject of the article; that some people in our industry can’t adapt their soldier mentality and behavior to the more polished corporate environment.

3) Answer in a manner that does not insult the writer or others.

4) Re-read and understand the article. Stating a disagreement is fine but following up with information that goes off topic and writing anything other than what is pertinent to the subject will only make you look stupid.

5) Read the article again,

6) Read your answer again from the perspective of your colleagues,

7) Read it once again from the perspective of someone who knows you,

8) If it doesn’t look professional/logical/in good taste or relative to the article provided, DO NOT hit that “send” button or “publish now” ….otherwise again, you will only end up looking stupid.

If you think companies and recruiting agents don’t look at a candidate’s networking profiles? Think again!

The bottom line is this:

If you lack professionalism on any level or lack interpersonal skills in dealing with people you work for, with or around, you will not be able to hide behind your experience, education or other skillsets.

Denida Zinxhiria

Founder & Worldwide Director

Athena Academy 

Nannyguards

http://www.athenaacademy.com

http://www.nannyguards.com