Conversations with key stakeholders about executive protection are among the most sensitive conversations Security Directors and Chief Security Officers (CSO) will ever have with their leadership. If approached in the wrong way, this conversation may shut the door on future protective support operations conversations for many years. As with many critical conversations, preparation is critical. Consultants often engage with stakeholders on the perimeter to gain a good sense of organizational culture and the principal’s tolerance for security. This first step is essential in understanding the appropriate approaches to this discussion.
Presenting the idea of executive safety and security must come from a place of improvement for the organization and not one based in fear. Additionally, this conversation must be presented by someone who is articulate in the topic. All too often presentations around the topic are held with key leaders when the person providing the proposal is not an expert in the topic. The first presentations of the topic are often based on the most intrusive options in protective models, the close protection agent and driver. To start, the CSO must either possess deep insights into the makeup of a holistic program and how they can go about determining executive risk. These insights will not come from reading a book on executive protection but through extensive personal experience or conversations with a consultant with this expertise.
Once a conceptual holistic model is determined, the CSO must take some time to identify program influencers, partners, and end-users. The influencers are likely not end-users of the program but will have the back of the CSO as they present this topic to key stakeholders. The infuencers may be board members, the Chief Risk Officer, or Chief People Officer, as well as others. Partners may include groups or persons that may have some level of ownership in executive safety such as the Chief Information Technology Officer who could own aspects of digital executive protection; or the head of aviation, who certainly may have ownership of air and possibly ground transportation. The end-user may also extend beyond the Chief Executive Officer (CEO) and include other top tier executives in the organization.
One glaring remnant to this preparation, is access. Quite often, even the CSO doesn’t have a direct line of communication to the CEO and must go through a Chief of Staff or multiple layers of people. Planning your strategy to ensure access to the CEO is essential. No matter how well you have planned the content and the presentation, if it is delivered by a proxy, the program will likely not gain traction. There are many ways to facilitate this conversation, all of which are dependent on the culture of the organization and the C-suite. For publicly traded companies, your influencers may be necessary to open that door. Combined with deep insights into organizational risk factors, and a strong understanding of the impact of loss, the CSO just may get their time in front of the CEO.
This article was written by the International Protective Security Board (IPSB) as part of a collaborative effort between ASIS and IPSB to promote knowledge sharing as outlined in the recent memorandum of understanding. IPSB is a nonprofit 501(c)(3), independent, volunteer-driven organization dedicated to advancing the interests and professionalization of the close protection industry. We focus on promoting industry growth, raising standards, and supporting the global community of security professionals.