Just about managing……….by Bob Doyle

I once finished a letter to another respected security journal with the words “If we really are going to “Build the future” then training, at all levels, has to be the mortar that holds the construction together.”  Note the words “at all levels”. We hear a lot about training for front line staff and there is general agreement on the desirability of development training for security officers (although less talk and more action would be welcome!) but what about more senior staff? Are supervisors and managers in the Guarding sector properly trained for their roles? All have had security training to a greater or lesser extent, but I would suggest that most companies provide them with little training in how to manage a business.

“If we really are going to “Build the future” then training, at all levels, has to be the mortar that holds the construction together.”

Of course security training for managers is important. Those in operational roles should certainly be in possession of more knowledge than the licence-linked training specification provides, and there are plenty of opportunities to learn. Programmes are widely available that will teach supervisors and managers to conduct risk and security surveys properly, and enable them to provide security advice to both their staff and their clients. That said, the number of people attending such courses is a fraction of the number of supervisors and managers employed in the industry, and even fewer enrol on the security management degree programmes offered by some universities.  However, as essential as it is, an understanding of security will not in itself build a successful business.

However, as essential as it is, an understanding of security will not in itself build a successful business.

Management in a security company is not dissimilar to management in any other organisation involved in providing business-to-business services: it’s all about people, planning, processes, and pounds. Being a manager at any level isn’t easy and doesn’t come naturally: management has to be learned. But have the majority of managers in our industry been equipped with the skills and knowledge to manage effectively?

§   How many were good security officers and so were promoted to supervise other security officers, without being taught people management skills?

§   How many are responsible for developing new staff and yet have never been given coaching and mentoring training?

§   How many are expected to plan, manage and deliver projects without understanding the elements of project management?

§   How many don’t understand business finances?

First and second tier managers are the backbone of the Guarding sector. They are the people who show commitment, sort out the problems and get the job done. Just think how much more they could achieve, if only they knew how.

First and second tier managers are the backbone of the Guarding sector. They are the people who show commitment, sort out the problems and get the job done. Just think how much more they could achieve, if only they knew how.

Bob Doyle is the Director of Commercial Services at Skills for Security. Skills for Security are the skills and standards setting body for the private security industry. Bob’s initial role was to create and manage a network of eleven employer consultation groups, each representing one of the various specialisms that comprise the security sector across all four countries of the UK. These groups are used to advise and inform the skills body on the skills and qualifications needs of the industry. As Director of Commercial Services he is now responsible for all marketing, communications and public relations matters. Bob has 35 years experience in the security sector. Before joining the skills body he was Special Events Manager for Europe’s largest private security organisation, with responsibility for planning and managing security operations at major commercial, political, national and international governmental conferences and sports events.

 Skills for Security Website