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Q.
How do proprietary security managers and security officers feel
about an outsider coming in to make security recommendations?
A.
Generally, the initial reaction of security management is that the
company has hired a "hit man" and the survey will view his
or her operation in a critical light. Proprietary security
officers tend to believe the intent of the survey is to justify
replacing them with a low cost contract service. Contract
service officers often assume the survey will result in replacing
their service with a competitor's. Often they expect that such
a survey will be conducted by an academic theorist without the
experience to understand security in the real world.
Q. How do negative
feelings by existing in house security management effect the survey
project?
A. These
initial misconceptions don't really have any effect on our work
since they are usually dispelled at the commencement. Usually
a few minutes spent with a professional security manager convinces
him or her that the purpose of the survey is to view the facility
and the security procedures objectively without the restraints of
office politics they must work under. Our ability to
"tell it like it is" without worrying about stepping
on the toes of people who may be in a position to grant or refuse
promotions or pay increases to security managers is something these
folks envy. It is not unusual for our surveys to result in
upgrading that was previously recommended by security management,
but rejected. This is sometimes because we are often able to
show the need for a device or procedure, or project a return on
investment. In other cases it is, regrettably, because some
executives have more confidence in an outside consultant than in
their own security managers. The knowledge of the day to day
operations these managers have gained over extended periods is
usually a critical resource we utilize. Many of these
managers, who were initially critical of our presence, have become
long term friends. I should also note, however, that we have
had cases where it has been a conscientious security manager who has
requested the independent survey.
Q. What about a lack of
cooperation by cynical security personnel?
A. Again, this is seldom a
problem. When a casually dressed L.P.C. Ltd. surveyor
makes key rounds with security officers at 3:00 A.M., this is not
what was expected and these officers change their opinions.
Long term officers, once we have gained their trust, will often
confide their views of problems, which might be otherwise
overlooked. For example, a specific door that is supposed to
be locked, may be frequently found unlocked. Once security
officers realize that L.P.C., Ltd. deals in real world security, not
textbook theory, they often volunteer information on potential or
perceived problems they might be reluctant to pass on to their
supervisors. Additionally, in most cases, post orders are
upgraded or prepared from scratch and these officers are interviewed
for their input. This lets them know we are working together
toward a single objective, the improvement of the security at the
facility.
Q. Do security managers
usually get a copy of the security survey?
A. This,
of course, is the client's decision, but any client would be foolish
not to have in house security management study our security survey
report. Although we are as thorough as possible, there can be
situations we were unaware of where periodic events occur that could
render a proposed countermeasure impractical. In other cases,
having years of experience at the facility, an in house security
manager may be able to suggest a less expensive alternate to a
proposed countermeasure. In most cases, however, security
managers have indicated surprise and pleasure at the insight
contained in our reports.
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