Effective marketing is paramount for security companies seeking to thrive in a competitive industry. Unfortunately, many of them struggle to effectively reach their target audience and convey their expertise. Let’s see the five common mistakes that security companies often make when marketing their services.
1) Overusing Technical Terms: A significant mistake made by security companies is flooding their marketing efforts with complex technical terms. While expertise is vital, potential clients may not comprehend the intricacies of the security industry. To overcome this, companies should adopt clear and concise communication that emphasizes the benefits of their services to end-users. Simplifying language and utilizing relatable examples can facilitate better understanding among the target audience. Use of acronyms, abbreviations, and polynomials that only those in the industry would readily use and recognize can quickly alienate your potential clients.
2) Neglecting Online Presence and Social Media: In today’s digital age, a robust online presence can be valuable and offer free advertising for any business. Regrettably, many security companies overlook the potential of social media and online platforms (or, more problematic, they use the wrong social media platforms). Establishing a compelling website, creating engaging and educational content, and maintaining an active and targeted social media presence can significantly enhance brand visibility and broaden their audience reach. Strategic use of specific social media platforms suitable for marketing security services is essential for maximizing the impact of digital efforts.
3) Lack of Targeted Marketing Strategies: A common pitfall for security companies lies in either inadequate knowledge of marketing practices or hiring marketing agencies unfamiliar with the security industry. At Mellon360, we possess both security expertise and marketing expertise, offering clients the best of both worlds. Tailoring marketing strategies to specific target audiences and speaking the industry’s language are critical in addressing varying marketing needs. Precise identification of the target audience enables effective communication and establishes credibility within the security industry. Presenting the wrong picture or the use/overuse of the wrong terms or language is just as damaging as nothing said or done at all-Perhaps even more!
4) Failing to Demonstrate Thought Leadership: In the security industry, trust and credibility hold utmost importance. However, some companies and professionals fail in establishing themselves as thought leaders and industry experts. Providing valuable and educational content through blog posts, whitepapers, webinars, or podcasts, positions security companies and individuals as authoritative sources of information, thus fostering trust among potential clients and bolstering brand reputation.
5) Neglecting Industry Partnerships and Collaborations: A common oversight among security companies is operating in isolation, solely focused on their own services without exploring collaborative opportunities with industry peers. By neglecting to form strategic alliances with complementary businesses, these companies miss out on valuable prospects for expansion and offering comprehensive solutions to clients. Embracing partnerships with reputable IT service providers, insurance companies, family offices, or property management firms can tap into new client bases and provide access to additional resources. Such collaborative efforts drive innovation and exhibit the company’s commitment to holistic security solutions. Where one can do well, two or even more, when carefully aligned, have the potential to accomplish so much more as a collaborative effort!
Do you need marketing and branding experts specialized in the security industry? Reach out today to Mellon360. We will help you boost your brand and effectively convey your expertise, build brand trust, and expand your market presence!
How many times have you seen companies place “Able to think outside of the box” in their job description, or executive protection agents list this term as a skill in their resume? Thousands of times! The question is, can you actually think outside of the box? Do you imagine the unimaginable? Can you see solutions where others only see problems?
According to the Cambridge Dictionary, thinking outside of the box means ‘’to thinkimaginatively using new ideasinstead of traditional or expectedideas’’. And according to the Merriam-Webster Dictionary, it means ‘’to explore ideas that are creative and unusual and that are not limited or controlled by rules or tradition’’. We can find that there are plenty of definitions with similarities, and it is considered a “skill” in many professional industries, one that is particularly hard sought after by corporations for their upper management staff.
When we approach this from the #executiveprotection industry, “think outside of the box” is a metaphorical expression that means to approach a problem or situation in a creative, innovative, and unconventional way. In simple words, be able to think beyond the usual or traditional constraints, rules, limitations, or training that are commonly accepted or imposed in a particular context. The phrase “the box” represents the established boundaries or conventional thinking patterns that people often operate within and the training they have received from various schools. When someone is encouraged to “think outside of the box,” they are being prompted to break away from these usual patterns of thought and consider alternative solutions or perspectives that may not have been considered before. Ones that offer significant solutions to unique problems.
Thinking outside of the box for an executive protection agent means approaching the task of protecting the client in a manner that goes beyond conventional methods and strategies, very often outside the norm. There are so many traditional ways to approach scenarios and while the primary goal of an EP agent is always to ensure the #safety and #security of the client, thinking outside of the box allows them to be more proactive, adaptable, and creative in their approach.
Some interesting Synonyms one will find for thinking outside of the box are:
pull a rabbit out of a hat.
rise to the challenge.
square the circle.
Now we’re sure that as an EP agent, there have been many moments in your career when you have had to ‘’pull a rabbit out of a hat’’, “rise to the challenge’’ or ‘’square the circle’’. Clients, protective details’ needs and circumstances can change within seconds and if you are not on your toes and a quick thinker, you won’t be able to solve problems, and you won’t have longevity in this industry.
For example, there are many colleagues who will, no matter what they face or where they are, practice the same #protective methods. They’ve learned something on a training course, and they will try to apply it in their professional life without wondering if that specific thing is even suitable to their specific situations, clientele, or specific environment. As we always love to observe people, we once saw a solo EP agent who was escorting his client in downtown Athens, Greece. The agent was staying about a meter back from his client, off to his side, but as they were approaching a building, he kept himself in the same position, now putting himself between the wall and his client! The wall poses no threat to his client so why didn’t he place himself on the other side (the most vulnerable one near the street)? Because he wasn’t taught that.
What people fail to understand is that during a class you will learn the very basic concepts and probably 10 scenarios. But real life has 10,000 different scenarios and requires you to be able to think and swiftly react within seconds. A protective detail is like a living organism, and it changes and mutates constantly, and you have to adapt your methods according to the needs and environment.
Although, as we mentioned earlier, while thinking outside of the box is a valuable skill in many fields, including business, science, arts, and everyday life, it is vital for executive protection agents, especially considering you can not micromanage someone in this kind of job. Thinking outside of the box will equip EP agents with the mindset and skills needed to excel at their Craft. By combining traditional #securitypractices with #creativethinking, they can provide a higher level of protection and maintain a competitive edge in the ever-evolving #securityindustry.
Here are some examples of where EP agents must think outside of the box:
Risk Assessment: Instead of solely relying on standard #security#protocols, different risk platforms, and risk matrix, an EP agent who thinks outside of the box will conduct a thorough #riskassessment specific to their client’s unique circumstances, which will allow them to identify potential vulnerabilities and tailor their security measures accordingly (we was vastly disappointed when we received an #RTVA from a very reputable security company addressed to a female client and no one had bothered to include registered sex predators in her area or sex crimes rates). Being able to be creative and think like the “bad guys” will give you a different perspective to work on with your risk assessment. If you were going to commit a crime against this person(s), how would you do it? What methods would you use to overcome current security protocols? Where are the weaknesses?
Adapting to Different Situations: As we already mentioned, a protective detail is like a living thing and is consistently evolving, changing organism. Unforeseen situations may arise during your assignment. New #threats, changing security needs, and what you can and cannot do. Thinking outside of the box means being able to adapt quickly and make split-second decisions based on the circumstances at hand. Nothing is ever a set of little yellow footprints laid out on the ground for you to follow. During a protective detail, you don’t have much time to think, play scenarios out, or do calculations in your head. You have to be fast and effective!
Discreetness: While it’s essential for an EP agent to be #vigilant and #protective, sometimes blending into the background can be equally important. An innovative agent will find ways to remain discreet while ensuring their client’s safety. Observe your environment quickly and be able to come up with a behavior, and persona that will justify your presence but not give away your purpose. The days of highly overt agents are becoming more outdated every day. Discreet, quiet, discerning agents are in high demand, and we must adapt to fill these needs.
Understanding Client’s Needs: Each client is different, with their own preferences and concerns. Each protective detail is different, with its #threatlevels and its own #protectiveplan. As an EP agent thinking outside of the box, you will be able to understand your client’s needs, the team’s operational needs, and tailor your approach accordingly. One thing that many clients bring up as a complaint, is that they feel “suffocated” by the presence of their EP teams. While it is understandable to have the protective triangle, box, rhombus (you name it) tighter in crowded places, you need to consider the overall circumstances and loosen up the distance between you and the #protectee when the situation and environment allows for it. Knowing how close to be and when to allow space is a very important skill to sharpen for the client’s sake and their overall experience. One wise old practitioner once told us, “Close enough they can see you and nod if they need you…Far enough away that they never have to introduce you.”
Preventative Measures: If you are creative when you do your #riskassessments and #threatanalysis, you will have quite a different perspective of risks and threats involved, and this will make you implement better preventative measures to anticipate potential risks.
One may ask, “Do I have to forget what I have been taught?” Absolutely not! Thinking outside of the box does not require one to forget or abandon the knowledge and training they have received. Instead, it encourages the integration of their existing expertise with creative thinking and problem-solving to enhance their effectiveness as an executive protection professional. It really becomes a question of how you can build on what you have been taught and expand on it further through creativity. The “bad guys” use creativity to develop their strategies to overcome your best-laid plans…How can you outthink them? Standard security practices and methods are the essential foundations of the field of protection. They are tried-and-tested approaches that have proven to be effective in various situations and are based on years of experience and research (and learning from mistakes!). These practices provide a structured and reliable framework for handling security challenges and a foundation for ensuring the safety of your clients. Now you must take what you’ve been taught and expand your thought processes to encompass these new ideas and possibilities. So, when you find yourself in situations that may demand a unique or unconventional approach…Can you really think outside of the box?
One of the most important and basic functions that a majority of the companies who provide executive protection services are failing miserably to obtain, is the client questionnaire. How many of you have been called by a company to provide services and you found yourself with not enough information about the client, besides a name and a location, and you had to literally fight to get more information from the project manager or the person in charge for the specific client? Don’t worry, we already know the answer and most of you have found yourselves in this situation.
The most important part in an executive protection detail is not to get the client or the contract, but to deliver great services and to excel. In a profession where excellence is directly connected not only with professionalism but also with the level of protection, it is vital for the industry to make sure basic steps are constantly applied. However, no matter how vital it is, many colleagues fail to maintain a questionnaire out of pure laziness, or because they do not know what to ask the client or are too afraid of the client to ask the important questions.
A client questionnaire is the first thing you must provide from the moment you secure that client/contract. You can either send the document to the client or the POC, or you can fill it yourself with the information you gather as you speak with the client or the POC. It is a very crucial document for executive protection professionals as it enables them to gather vital information, conduct risk assessments, customize security measures, establish client expectations, and facilitate effective collaboration. It serves as a valuable tool for developing comprehensive security plans and ensuring the safety and well-being, not only of the client but also your personnel.
Client questionnaires can help your operation in several ways:
It can help you gather essential operational information about the client and their specific needs. This includes details such as the client’s personal and professional background, their routines and schedules, travel plans, known threats or risks, and any specific concerns they may have. This information helps the protection team tailor their services and develop a comprehensive security plan that addresses the client’s unique requirements.
It will be a helpful tool for your risk assessment and threat analysis. Although some companies believe that one should perform a risk and threat assessment ONLY if they charge the client for it, so if the client isn’t paying, they won’t provide one. Crazy? Yeah! And it happens more often than one may think. But this topic is for another time to discuss. Just keep in mind, you don’t run a risk and threat assessment because the client is buying the ‘’product’’, you run one because IT IS part of your functions, and it will undoubtedly benefit your team on the ground. So, when you run a client questionnaire by collecting information about the client, their activities, and their environment, the information gathered enables you to conduct an initial risk assessment and threat analysis. It will help you identify potential risks, vulnerabilities, and areas of concern that need to be addressed to ensure the client’s safety and security. It allows your protection team to develop effective strategies and countermeasures to mitigate these risks.
As we all know, each client and each operation have its own needs that can vary significantly depending on factors such as their professional background, public visibility, lifestyle, specific circumstances, and geographic location. The information obtained through a client questionnaire enables you to customize your security measures to suit the client’s specific protective needs. This may involve determining the level of security personnel required, implementing access control measures, arranging secure transportation, establishing secure communication protocols, or any other necessary precautions. By knowing your client’s needs, you will also be able to establish clear expectations between you, your protective team, and them. By utilizing a client questionnaire, you enable your clients to have the opportunity to communicate their concerns, preferences, and any specific requirements they may have (Remember, in our industry, what the client wants matters as well). By understanding your client’s expectations upfront, you and the protective team can align your services, accordingly, ensuring a satisfactory and effective security operation.
As a project manager or company owner, you also have a duty toward the people you are hiring. Since you are the one who makes that first contact (services sales as well) with the client, you must be sure you require specific information to pass on to your team on the ground. There is nothing more unprofessional, unhelpful, and inconsiderate than to send your team unprepared and expect them to do a great job. Unfortunately, as we mentioned earlier, it happens way too often. Some people are just lazy to do what it needs to be done, others are terrified of the client and believe if they ask questions (which are necessary for a protective operation) will make the clients angry, and some do not know what to ask! Now we can’t do anything about those who are just lazy, however for those who fear the client, let us assure you that, nothing else shows more professionalism and that you know your field, than when you show interest and make the necessary questions that will enable a smooth and successful protective operation. Consider the fact that, for the majority of the time, you won’t be dealing with the client himself/herself, but with their PA, security manager, agency, etc. Those people will be able to provide this information to you because they already know most of the answers, and for those they do not know, they already have communication, trust, and the confidence of the client. So don’t be afraid to do what your job may dictate.
Think of the client questionnaire as a mini and first risk and threat assessment. Ask yourself, what would I need to know if I was the agent on the ground hired for this specific client to provide professional and successful protective services? Divide the questionnaire into sections such as:
Personal Information, including full name, DOB, nationality, religion, home address, contact information, and person in charge (if not the client).
Professional Information, including current occupation or business, employer/company name, job title, and business address.
Lifestyle and Routine, including daily routines and schedule, locations frequently visited (home, office, public places), regular activities (sports, social events, hobbies), any upcoming special events or engagements, associations (social, professional, religious, political), travel frequency and destinations, public exposure, or visibility.
Known Threats and Concerns, including any previous security incidents or threats, specific concerns or risks identified by the client or his immediate environment, information about any stalkers, disgruntled individuals, or potential adversaries, any information about the client or anyone in their immediate sphere of influence (SOI) to have been involved in controversial activity (public speech, professional decision, etc.)
Travel Information, including planned or anticipated travel destinations, travel dates, and duration, purpose of travel, mode of transportation (private jet, commercial airline, etc.), accommodation preferences (hotels, rental properties, etc.)
Support Personnel, including names and contact information of personal assistants, drivers, or other personnel involved in the client’s daily activities.
Security Measures, including any current security arrangements, if any (i.e., RST, security systems, surveillance cameras, alarm systems, etc.), details of any existing security personnel or teams involved in the client’s protection, how many people are to be protected, any family members traveling with the client (what, if any family members are NOT included in this assignment), and length of assignment (days, hours per day).
Communication Preferences, including preferred methods of communication (phone, email, text), emergency contact information (family members, close associates),
Medical Information, including any pre-existing medical conditions or allergies, details of any required medications or medical treatments, emergency medical contact information, and any dietary restrictions, or intolerances.
Legal Considerations, including any legal issues or ongoing litigation that could impact security measures or confidentiality.
Likes and dislikes regarding his/her EP detail – Additional Information, including the client’s preference about the security team, if they have ever hired any EP services before, why they are not using that firm anymore, and any other specific requirements or concerns the client or the POC wants to address.
Bear in mind that the questions in a client questionnaire may vary based on the unique needs and circumstances of the client, and it may need to be tailored with additional questions or sections. The preferable option is to have a document sent to the client, their PA, or POC for the specific detail and ask them to fill it out for you. That way you can have an extra layer of protection (even a legal one) if anything happens due to information not given to you.
Executive protection agents play a pivotal role in safeguarding the lives, families, and reputations of ultra-high-net-worth individuals (UHNW), C-Suite executives, and celebrities. These prominent figures often lead very demanding lifestyles, and face unique security challenges due to their high-profile status, which necessitates the presence of professional protectors. To add to that, they have personal traits, unique preferences, and their day-to-day needs as well. While the primary responsibility of an executive protective team is to ensure the safety and well-being of their clients, it’s also essential for protective agents to adopt a customer care approach when working with these individuals.
In the realm of protective agents who cater to these individuals, the need for a customer care approach cannot be overstated. To maintain the working relationship, provide for the requirements of the clients, and keep the contracts for employment, it requires a tedious balance of strict procedures and a “can do” customer service mentality. Unlike conventional security roles, protective agents working with this caliber of clientele must understand the unique demands and expectations of their clients, ensuring their safety while providing exceptional service.
One thing that we must clarify is the misconception and the belief that providing executive protective services with a customer care approach means that your efficiency as a security provider is low. No, taking into consideration client’s needs, wants and unique expectations doesn’t necessarily mean you are lowering your protective services. Knowing the balance between the two is the key. And the new or misled agent whose mantra is always, “That’s not security’s job” when asked to provide that “go the extra mile” service, will find themselves unemployed rapidly if they can’t adapt to the protection vs service matrix that is unique to each client. No two situations are the same.
Adopting a customer care approach means treating the client as a customer and providing them with excellent service, just like any other business. It involves listening to their needs and concerns, communicating clearly and effectively, and addressing any issues or challenges promptly and professionally. And always keep in mind, while providing care, there will be some circumstances to address when it comes to maintaining this care and yet not compromising the strict security protocols keeping the client, staff, or their family safe.
One critical aspect of a customer care approach (and executive protection services) is maintaining confidentiality. UHNW individuals, C-Suite executives, and celebrities often have personal traits and sensitive personal and professional information that they do not want to be disclosed publicly. Protective agents must be trusted to keep this information confidential and always protect their client’s privacy. With this trust comes an enormous amount of responsibility to use strict discretion and maintain the insulation of their private lives from scrutiny.
Protective agents must also be adaptable and flexible in their approach, as every client’s needs and preferences can differ greatly. For example, some clients may prefer a highly visible security presence, while others may prefer a more discreet approach. Some may require a high level of personal interaction, while others may prefer to keep their distance. Quite a number of corporate figures demand a nearly “hands-off” approach which requires that their security team understand the low profile, or “covert” EP model for their agents.
Customer care refers to the practice of understanding and meeting the needs and expectations of your clients, focusing on their satisfaction and well-being. Traditionally, this approach has been associated with businesses and service industries, but it holds equal relevance in the realm of protective services. By adopting a customer care mindset, while not compromising the needed layers of security, a professional protective agent can provide personalized attention and support, enhancing the overall client experience. Executive protection service providers who adopt a customer care approach when working with this specific line of clientele can reap several benefits. By delivering personalized and exceptional service, executive protection companies (or agents) can enhance their reputation, attract new business opportunities, differentiate themselves from competitors, increase revenue, and foster long-term partnerships. In an industry where the combination of security protocol, trust, and satisfaction are paramount, prioritizing the client’s needs and preferences is key to success.
The unique demands of UHNW individuals, C-Suite executives, and celebrities
UHNW individuals, C-Suite executives, and celebrities are often subject to intense scrutiny, invasive media coverage, and potential threats from overzealous fans or even dangerous individuals. The nature of their very lives, such as corporate posture, public appearances, high-profile events, decision-making, or traveling, increases their vulnerability. Consequently, they require protective agents who not only ensure their physical safety but also understand the intricacies of their lifestyle, preferences, and privacy concerns and can adapt to their needs accordingly.
The importance of a customer care approach
Building Trust and Rapport: By adopting a customer care approach, protective agents can foster trust through open communication, empathy, and a genuine concern for the well-being and the daily life operations of their clients. This trust forms the foundation for effective protection and allows clients to feel comfortable and secure in their presence. And a professional agent also must understand the balance between “Friendly, not friends”. This mindset is sometimes the most difficult for new agents to fully understand and implement properly. Excellent customer service can be provided and their unique needs satisfied without losing perspective in the overall dynamic of “Employer vs employee”.
The need for tailored services to individual needs
Each client has unique requirements based on their personal circumstances, schedules, and preferences. By actively listening to and understanding their specific needs, protective agents can customize their services accordingly. Tailored executive protection services are necessary to address unique security threats, offer flexibility, minimize disruption, and build trust and confidence between the individual and the security team. An agent with a creative and “can do” mindset is a must. Every day may present challenges and we must rise to meet them with overall customer satisfaction in mind.
Managing Public Perception
UHNW individuals, C-Suite executives, and celebrities often rely on their public image for personal and professional success. One seemingly innocent blunder can do irreparable damage. Protective agents who adopt a customer care approach must do all they can to assist in managing public perception by ensuring privacy, coordinating with media teams, and handling public interactions with professionalism and discretion. “Perception is reality” is so true, particularly in today’s society. How the public views you rapidly becomes who you are, what you are, and they can be merciless. Any mistakes, no matter how little, are viewed quite critically, and repairing mistakes made takes time or may not be correctable at all. A professional protective agent must always stay ahead of possible damaging or embarrassing moments. Maintaining this type of proactive approach helps safeguard the client’s reputation and minimizes potential risks associated with public exposure.
Another aspect of a customer care approach is being proactive and anticipating the client’s needs. This means being attentive to their surroundings, identifying potential risks or threats, and taking appropriate measures to prevent them from happening. Executive protection agents with a strong focus on customer care prioritize the safety of individuals by diligently examining potential risks and adjusting their strategies accordingly. Through the acquisition of in-depth knowledge about their clients’ routines, preferences, and potential threats, these agents are able to proactively anticipate and effectively minimize risks. Many of these can be, and quite often are, the direct result of their clients’ specific lifestyle, protective needs, or selective wants. By employing this approach, an ever-conscious agent can create a secure and productive environment while minimizing any disruptions to their clients’ everyday activities.
Providing Emotional Support
Clients often face emotionally demanding circumstances stemming from heightened public attention, personal or professional setbacks, or security incidents. Emotional understanding and empathy are crucial at these times. Protective agents who embrace a customer care mindset go beyond physical protection by providing needed emotional support. They serve as trustworthy confidants, lending a compassionate ear and offering stability during difficult moments due to the trust and, and faith that the clients place in their agents.
In the realm of protective services for UHNW individuals, C-Suite executives, and celebrities, adopting a customer care approach is indispensable and can be considered part of your ‘risk mitigation’ approach. To provide effective protection, protective agents must be skilled in risk assessment, threat detection, conflict resolution etc., However, they must also possess excellent communication and interpersonal skills to be able to establish and maintain a positive and trusting relationship with their clients. By prioritizing trust, tailoring services, managing public perception, mitigating risks, and providing emotional support, protective agents can deliver comprehensive and holistic protection to their clients. The customer care mindset fosters long-term relationships, enhances client satisfaction, and reinforces the vital role of protective agents in maintaining the well-being and security of UHNW individuals, C-Suite executives, and celebrities.
In the world of security operations, one of the most critical areas is communication, which involves constant cooperation and vital information sharing between top-level executives, their respective EA/P/A, the GSOC team, company employees, vendors, and agents working on the ground. Now, if you have been working for any reasonable amount of time in our industry, we are sure that the majority of you have experienced situations where the operation and security of everyone involved has been negatively affected by poor communication, inconsistent communication, or even the complete lack of communication. How information is being shared, what kind of information is being shared, and how/when it is documented is a skill one will quite often learn more readily outside the traditional ‘’EP Schools’’. Considering the fact that many security operations involve a huge number of people and different companies/vendors creating a hierarchy level, coupled with the fact that many companies have a tendency to be highly secretive with the information regarding the operation, you begin to understand how failing to communicate properly will not only create more risks but also will create day to day complications that don’t allow for a smooth operation. This is something that will not only be experienced by anyone secondarily involved, but also by the very protectees themselves. Keep in mind that your clients need peace of mind as well, and they shouldn’t be bothered or have their daily schedule negatively affected by your lack of communication skills or the resulting issues that ensue.
Communication tools
There is a common misbelief (Hollywood and action entertainment are all too often to blame for this) that all EP operations have agents using radios and other high-tech gadgets. In all actuality, the majority of EP agents are required to appear either low profile or not given a radio based on client proximity so they must rely upon and use their cellphones for a majority of their detail communication needs. Using your cellphone may seem like an easy tool and really quite convenient, but there is a downside, and it should also come with specific warnings regarding the pitfalls that come with its use.
Currently, for your operational needs, in order to communicate, you will need some form of a publicly available chat app. Some of the most utilized and popular platforms are Signal, Telegram, Wickr Pro, and Threema, to name a few. The majority of our colleagues have used and are still using WhatsApp, even though the app has been reported for multiple data breaches and leaks, as well as ‘’system shutdowns’’, leaving many colleagues panicked and scrambling to rapidly find an alternative communication system. But no matter how serious the issues that it presents, WhatsApp seems to be yet another example of the phenomenon where people get so accustomed to a product and do not want to change because change means you have to learn to use something new from the ground up and start again. We have had serious resistance from other companies we provided services to, as well as our clients themselves when we asked to use a different and more secure platform. In the end, we and our agents agreed to use WhatsApp as per our clients’ request for them; however, we were utilizing other platforms privately between our own agents. When you are using a third-party App such as WhatsApp, Telegram, Signal, etc., keep in mind that you will never be in control of the safety of the information you are sharing. Never. None of these apps are or ever will be entirely safe. So, when you are deciding, choose carefully based on who has fewer privacy issues, who is the creator (country), who your client is in relation to the creator (can the creators of this app be targeting your client?), what are your operational needs and always make sure you stay on top of the latest changes (social-political, geopolitical as well as company changes) that may affect the risk to your client. There are also paid work chat apps or business apps created for the workplace and personal messaging that promise a safer environment but again, one must take into consideration the fees and accessibility. (Who is paying when there is /more than one company involved and who IS involved, i.e. contractors, employees, 2nd parties, etc.).
And the available functions and capabilities of each platform need to be vetted thoroughly as well. What are your needs or requirements? Will you be using large group chats? Will you and any size group be able to utilize voice texting? Will you be able to send small packets of information through the groups that you set up? (Pics of critical POIs, BOLO vehicles, onsite venue pics for inbound teams or advances, etc.) These are just a few of the features that operational teams use all the time and finding the right platform for your team’s needs and unique requirements is very important. No one operational has any desire to have any more apps or sites open at once on their personal devices than is absolutely necessary in an effort to try to manage a detail. Less “moving parts” is always better, if possible.
Information flow
During a protective operation, there is information that is crucial and must be passed among the parties involved (as per their responsibilities) and the agents on the ground. For numerous reasons, some individuals who are assigned as an operation manager or contract manager seem to be apprehensive about asking the necessary questions of the client or the people assigned to act on behalf of the client. This apprehension, quite often, is caused by their own insecurity in what they want to ask, fear of a negative response to their request, or the simple fact that they do not know what to ask. Insecurity in what to ask is a skill acquired by time in grade. As we spend time in our Craft, it’s almost impossible not to learn what the correct questions or inquiries would be. Fear of a negative response can be associated with the desire for acceptance or to have the client like them. We all know that what is best for the client’s safety and family security may not exactly be what THEY want…Be prepared to patiently and thoroughly explain the reasoning behind the questions and the resulting decisions. And for those who don’t know what to ask, stay tuned we will share a template one can use as one sees fit for his/her own needs.
When you receive a request to provide protective services, you must ensure that any/all specific information that is necessary for that detail’s success is obtained from the client right away and is passed along immediately to the agents on the ground. How many of us have found ourselves working on short gigs and know nothing or very little about the client? Sometimes even the very basic information that pertains to the gig itself? While we all know that clients can change their minds about what they want from second to second, there is specific information that still must be passed to the agents. This is an inherent need to set your team up for success. Period. Being able to plan ahead, run successful advances, and lower the risk levels, or even eliminate them altogether, means you must have as much information as you can and communicate it properly.
Now, the information flow definitely has two sides. Because the agents on the ground are reacting in real-time during any situation, they are actively aware of new information that must be passed on to the GSOC or the assigned person in charge. It must be done on a consistent basis. This is critical for operational effectiveness. But we all know “that” agent who will put every, little, minute bit of information that he/she may think it is relevant to the task. Always keep this in the back of your mind…While you are communicating with your fellow team members or passing vital information to your GSOC, keep it brief. Short and to the point. Only the facts. K.I.S.S. is the acronym that suits this best…
I don’t believe that we can accurately highlight enough how important briefings and de-briefings are in our line of work. It seems that more and more, only a handful of companies or team leaders are utilizing them properly or using them at all. This lack comes from basic laziness in people who want to merely save time (Even though you can keep them short if you keep them on point and factual) and/or the absence of needed information. If you have nothing to pass on to your agents, why have one, right? Wrong. You, as a team lead, are not the only one who may have information that needs to be brought to the group. Allow team members to speak and ask questions so that later issues are avoided.
Communication Briefings are designed to provide necessary information about a client, the detail, events or occurrences and how they all interact, in a quick and effective way. They can also inform your agents about the SOPs, how to carry on specific instructions or corrections/encouragements to how they are performing or changes required to perform their duties. Everyone involved will hear about current risks and key threats in the areas they will be operating and will all be on the same page.
De-briefings are equally important as it gives the team the opportunity to again share any information they gained through the day, identify any issue, discuss risks, possible POIs, improve communication between the team members and provide any additional support or guidance depending on the situation. It may also include discussions about changing tactics for the next day of operations as required due to new informational input gathered. And if there is truly nothing to report at the end of any time period, take the opportunity to boost morale and congratulate the team on a job well done. Remember, while we work very hard to stay out of sight and not draw attention to ourselves, this in no way means that we don’t need encouragement from time to time.
Documentation
After being in this industry for a combined 54 years, we can both tell you how important documentation is (And it will save your position [And your posterior] one day!). If you are an EP agent and part of the team, it doesn’t matter if you have been sending your information and communicating with your fellow team members, your TL, or GSOC during the day. At the end of each shift, or the end of the operational day, you MUST keep a daily report. Your own daily report. In simple words, your own ‘’diary’’. As much as we have been discussing communication during this article, this is the most important form of communication that you can possibly use. It literally is your communication with the future. We know that sounds a bit “out there”, but hear us out. At any one point in the future, you may be called upon to recount a day, event, or occurrence that is critical and it could very well be the difference between safety or an unsafe condition…contract or no contract….Employment or unemployment…Some little detail that will be the deciding factor between simplicity and severity. And the very fact that you kept an intricate record of your daily operations will be the one factor that makes all the difference in the world. The reason is, the information you (or that has been circulated by others during the shift) may or may not have reported or documented, or the incidents or special client’s requests of that day that may or may not have been registered will be absolutely dependent on the accurate reporting and documentation that you and your team kept. As part of our job is preparing and preventing the worst, keeping your own diary/documentation means you are protecting yourself and the decisions you or your team made at work if you ever are questioned or called in for explanations. It will help you to tell your side of what happened and why you made the decisions you made, what were client’s requests or TL requests, and how you responded. The easiest way to do this is by sending yourself an email at the end of your shift. Besides the information you would obviously include, you will have (because of the e-mail) the time and date also registered.
Ever since there was ever more than one of us in proximity to one another, there is one undeniable fact…To survive, we MUST communicate. Every deciding moment in history has been built around communication. Banners, signs, signal fires, telegraph messages, the Pony Express, Morse code, Enigma, emails, burst satellite…All based on the need for and the understanding of communication. In our Craft, we must be the true professionals, and with this requirement comes the critical need to convey what we know, what we’ve seen, where we’ve been…The list goes on. Now, we know that this article only covers the basics when it comes to the subject of communication, and we realize that. But for those of us in our Craft, these points that we have made in this article are several of the “little things” that come up all too often in any detail AND they are the most frequently abused, ignored, and neglected aspects of what we consider to be a crucial part of any successful operation in close protection. How we communicate. For once we can smoothly, eloquently, accurately, safely, and quickly disseminate information properly, all the other aspects of our task will fall into place.
The Grows
Denida & Chris Grow bring a combined 54 years of international experience in the Protective and Intelligence services. They are based in Seattle, WA, and run their companies LeMareschal, Athena Worldwide and Nannyguards.
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, whether 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.
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 keywords 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.
The security guards, instead of being observant 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 the ‘’miscalculation of threat or of threat actors’’ was catastrophic.
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, 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.
Fundamental Attribution Error: We judge others on their personality or fundamental character, but we judge ourselves on the situation.
Self-Serving Bias: Our failures are situational, but our successes are our responsibility.
In-Group Favoritism: We favor people who are in our in-group as opposed to an out-group.
Bandwagon Effect: Ideas, fads, and beliefs grow as more people adopt them.
Groupthink: Due to a desire for conformity and harmony in the group, we make irrational decisions, often to minimize conflict.
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.)
Moral Luck: Better moral standing happens due to a positive outcome; worse moral standing happens due to a negative outcome.
False Consensus: We believe more people agree with us than is actually the case.
Curse of Knowledge: Once we know something, we assume everyone else knows it, too.
Spotlight Effect: We overestimate how much people are paying attention to our behavior and appearance.
Availability Heuristic: We rely on immediate examples that come to mind while making judgments.
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.
Just-World Hypothesis: We tend to believe the world is just; therefore, we assume acts of injustice are deserved.
Naïve Realism: We believe that we observe objective reality and that other people are irrational, uninformed, or biased.
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.
Forer Effect (aka Barnum Effect): We easily attribute our personalities to vague statements, even if they can apply to a wide range of people.
Dunning-Kruger Effect: The less you know, the more confident you are. The more you know, the less confident you are.
Anchoring: We rely heavily on the first piece of information introduced when making decisions.
Automation Bias: We rely on automated systems, sometimes trusting too much in the automated correction of actually correct decisions.
Google Effect (aka Digital Amnesia): We tend to forget information that’s easily looked up in search engines.
Reactance: We do the opposite of what we’re told, especially when we perceive threats to personal freedoms.
Confirmation Bias: We tend to find and remember information that confirms our perceptions.
Backfire Effect: Disproving evidence sometimes has the unwarranted effect of confirming our beliefs.
Third-Person Effect: We believe that others are more affected by mass media consumption than we ourselves are.
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.
Availability Cascade: Tied to our need for social acceptance, collective beliefs gain more plausibility through public repetition.
Declinism: We tend to romanticize the past and view the future negatively, believing that societies/institutions are by and large in decline.
Status Quo Bias: We tend to prefer things to stay the same; changes from the baseline are considered to be a loss.
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.
Gambler’s Fallacy: We think future possibilities are affected by past events.
Zero-Risk Bias: We prefer to reduce small risks to zero, even if we can reduce more risk overall with another option.
Framing Effect: We often draw different conclusions from the same information depending on how it’s presented.
Stereotyping: We adopt generalized beliefs that members of a group will have certain characteristics, despite not having information about the individual.
Outgroup Homogeneity Bias: We perceive out-group members as homogeneous and our own in-groups as more diverse.
Authority Bias: We trust and are more often influenced by the opinions of authority figures.
Placebo Effect: If we believe a treatment will work, it often will have a small physiological effect.
Survivorship Bias: We tend to focus on those things that survived a process and overlook ones that failed.
Tachypsychia: Our perceptions of time shift depending on trauma, drug use, and physical exertion.
Law of Triviality (aka “Bike-Shedding”): We give disproportionate weight to trivial issues, often while avoiding more complex issues.
Zeigarnik Effect: We remember incomplete tasks more than completed ones.
IKEA Effect: We place higher value on things we partially created ourselves.
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.
Bystander Effect: The more other people are around, the less likely we are to help a victim.
Suggestibility: We, especially children, sometimes mistake ideas suggested by a questioner for memories.
False Memory: We mistake imagination for real memories.
Cryptomnesia: We mistake real memories for imagination.
Clustering Illusion: We find patterns and “clusters” in random data.
Pessimism Bias: We sometimes overestimate the likelihood of bad outcomes.
Optimism Bias: We sometimes are over-optimistic about good outcomes.
Blind Spot Bias: We don’t think we have bias, and we see it on others more than ourselves.
WHY must security professionals and intelligence analysts 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 behavioral 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 labeled 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.
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):
Elon Musk – Asperger’s Syndrome
Chrissy Teigen – Postpartum Depression
Demi Lovato – Bipolar Disorder
Steve Young – Social Anxiety Disorder
Donny Osmond – Social Anxiety Disorder
Michael Phelps – ADHD
Dan Reynolds – Clinical Depression
Leonardo DiCaprio – Obsessive-Compulsive Disorder
Daniel Radcliffe – Obsessive-Compulsive Disorder
Lady Gaga – PTSD
Adele – Postpartum Depression
Prince Harry – Severe Anxiety during royal events
Chris Evans – Social Anxiety
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.
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:
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.
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!
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.*
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