Communication: Must-Have Skills for Security Professionals

14325 Willard Road, Suite 102Chantilly, VA 20151(703) 263-9113Facsimile (703) 263-7297

Mitch Lawrence

The security professional touches every life in the organization –

that is a tremendous privilege

…it is also a tremendous responsibility.

• Communication– Simplifying something that may be complicated, new or changing

• Must-have– Essential or highly desirable

• Skills– Ability to do something well; expertise

• Security Professional– YOU!

“Gentlemen,” he said, holding a pigskin in his right hand, “this is a football...”

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Coach Vince Lombardi

“Communication: Must-Have Skills for Security Professionals”

• Gain buy-in for your ideas

• Improve your communication skills

• Ensure your communication doesn’t miss the mark

Remind me…why am I in THIS session???

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Take something complicated; make it simple.

There are no dull subjects;only dull ways of talking.

COMMUNICATION

• Your role:– Who

• YOU!

– What• Security leader, manager, SME, problem solver, risk advisor,

teammate

– How• Lead – Manage – Collaborate – Serve – Follow

– Why• Customer Service! We are a support organization!

– When• 24/7/365

– Where• Wherever you are…

“Who are You? Who, who…who, who?”

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Understand Your Customers and Their Requirements

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• Executive management

• Government sponsors

• Department/program managers

• Program personnel

• Other functional support teammates

• Middle management

• First-line supervision

• Individual employees

• Nonemployees

…and never forget your family at home!

Remember,

Security is a

service-oriented

profession!

• Communicate security value

– What do YOU do—simplified?

• Framing management perception about security

– Security is a paradox; the more it succeeds, the less important it appears

• Communicating for results

– If opportunity doesn’t knock, build a door!

• “What’s in your…network”?

– Who do you connect with and how?

– Can you “network” me now?

Communication Breakdown?

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MUST-HAVE

“One that would have the fruit…

must climb the tree.”Thomas Fuller

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• Business objectives: Revenue/brand and liability/protection• The Security/Business relationship, re business objectives

– Supervisor/Chain of Command (authority/backstop)– Contracts and CFO (funding)– HR and Recruiting/Business Developers (pipeline)– Mission/programs (customers)

• How do THEY see the value of Security (you)?– And, do you deliver?

Seat At The Table

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• Change, create, innovate, support—and deliver– Change is certain…

– Fix, obtain resources, prepare, network…

– “…plans are useless, but planning is indispensable”

• Ask how you can best support the organization and its people, enable the mission– If not seen as valued, your “program” is irrelevant to

management

• Market your uniqueness– You see things that no one else sees in the organization

– Package security as the “problem solver”

Manage the Perception

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• Everything we do is a business decision – so, make the business case– Reality check – we don’t have the resources to

make everyone or everything safe/risk-free

– Make risk assessments and prioritize what can be done

• Manage security for results– Competence in balancing priorities and dollars

– Decision processes that relate security to the larger mission context

Making the Business Case

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SKILLS

About speaking: “I don’t aim to kill the butterflies, but I want to get them

to fly in formation.” --Anonymous

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• Making the business case– Cost, schedule, performance– Tie the message to the mission– Know the basics – budget, procurement, etc.

• Don’t be too technical—translate!– Avoid security jargon

• Focus on protection of organizational assets

– Be concise and clear with your recommendations– Learn to speak in your organization’s business terms

• Remember that……Security is an investment, not a liability…Security may not be a revenue maker, but it is a revenue sustainer

Security “Salesman”

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• Image isn’t everything…but it sure is important!

• What do YOU do…?

– Who do YOU work with?

– What is THEIR biggest challenge?

– How can YOU help them?

– What result do THEY want to achieve?

VOILÀ!...your “elevator speech”

• Awareness, Education and Training…oh my!

Engagement

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• What is the current state of your network?– Who knows you at work horizontally/vertically?

– In your “community”?

– At your customer’s?

– On-line?

– Do you “roll up your sleeves”?

• Develop and nurture your network– Associations, volunteering, coffees/lunch/dinners, working

groups…

• And then deliver!...this is a mutual benefitNo one cares how much you know until they know how much you care…

Networking (…but no one knows me!)

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• You cannot influence without first having access– Influence is best achieved when leading by example

– Be the best _____ at your job that you can be (YOU fill in the blank)

– Others ring your bell louder than you ever can…

• Credibility is a non-renewable resource – No such thing as a “lapse of integrity”

• Do your homework, build relationships– Key on successful leaders—gain their insights

– Train your boss—they lead the security mission

– Volunteer—lead unrelated security efforts

– Exceed the “open-door” policy—connect with people where they are

Influence

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• Pareto Principle (80:20 rule)

– 80% of profits come from 20% of customers

– 20% of employees earn 80% of income

– 80% of complaints are generated by 20% of the customers

– 20% of your staff will do 80% of the work…ugh!

• To optimize bang-for-buck, focus on the critical 20%

– Saves time and funds…and satisfies the most people

– Determine which activities generate the most results and give them your appropriate (not all!) attention

– When top quality required, though, your goal is 100%!

Focus

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• Peter DruckerYou can’t manage what you can’t measure

and then,

If you can't measure it, you can't improve it

• Why develop metrics?– Required: Obligations, compliance, regulations, policies,

contracts, etc.

– Smart: Achievement, understanding, gaps, change, performance, comparisons, etc.

• Can be a path to the seat at the table

• Analysis of numbers– But be careful…there are lies, damn lies and statistics—

Benjamin Disraeli

Metrics (…but I hate math!)

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• Clearly the quickest and most recognizable path for career advancement

• Speaking skills results say it all…– Leadership, promotions, higher salaries, etc.

• Key: Make yourself the conduit of the message to your listeners– Once you are not the focus, it is easier to relax…get out of

your own way

• Focus on the message…A good speech is one where the speaker has a message… A great speech is one where the message has a speaker

Speaking (…are you kidding me?)

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Security

We need to be fire prevention experts, instead of being fire fighters…

and not fire accelerants!

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Personnel Security

Clearances/InvestigationsRenewals/Crossovers

Badging/VisitorsCustomer LiaisonInsider Threat/CI

Physical/TechnicalSecurity

Employee SafetyAsset ProtectionAccess Control

Facility Accreditation

Cyber Security

System AccreditationSystem MonitoringSystem Upgrades

User Access

Awareness and Training

Initial Briefings Annual Briefings

Day-to-Day EducationSpecial Issue Awareness

Problem-SolvingInternal Liaison

Professionalism Marketing

You!

The Security Professional of Today

• Reality of YOUR security program…– Is it relevant?

– Does it reduce security risks?

– Does it affect people’s attitude in support of security?

– Does it implore continuous and conscious awareness?

– How are you measuring the above?

“The security of an organization rests squarely on the practices of employees, who must support the company’s security agenda.”

– John Fay, “Contemporary Security Management”

Reality Check…

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• You have the exact amount of time to do what you want to do

– Think about priorities

• Priorities vs. Preoccupation

– Who/what determines your day

– Be disciplined and focused

– Leverage your communications to your program’s advantage every single day

Who Orders Your Days?

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• Initiate?

– Pick up the phone

– Make contact

– Spend time planning

– Anticipate problems

– Invest in people

– Fill calendar with priorities

Choose or Lose – Initiate or React

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• React?

– Wait for the phone to ring

– React to problems

– Spend time with people

– Fill calendar by requests or crisis events

“Leadership 101”John Maxwell

• Security procedures are not a substitute for common sense

• Deliver security excellence

– Integrity, customer focus, setting goals and achieving results

– Move away from problem solving – create opportunities!

It’s not the position that makes the leader; it’s the leader that makes the position

Work Smart, Then Hard

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• With the right priorities in place, you avoid

– Neglecting business aspects

– Identifying problems without solutions

– Blaming management----you are them!

– Reacting to crisis vs planning effectively

– Compromising security for political purposes

The Right Priorities in Place

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…because others will shape your message if you don’t!

• Tell your success story your way

– Elevator speech

• You want to control what is said about the security program

– Systematic, intentional communications

Be An Advocate

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• Systematic communications– Benchmarks, measurement systems, track and

communicate results of service delivery– Results orientation – communicate goals and

accomplishments– Solicit feedback from customers, communicate it

widely

• We don’t always deliver the good news, so do it with credibility and clarity– Try to not say “no”…find the Pathway to YES – Look for alternative solutions that meet requirements

and support the mission

Being Intentional in the Message

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Measure success

Measure twice, cut once…

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• Direction– Vision vs Lack of agreement/recognized priorities

– Evangelism vs Pushed and pulled

– Agreement vs Running in circles

• Alignment– Clear roles/responsibilities vs Disarray/Missed

deadlines/duplication

– Collaboration occurring vs Isolation/stove piped

– Sense of “Go Team Go” vs Internal, divisive competition

• Commitment– Extra effort displayed vs Bare minimum goals

– Sense of trust and interdependence vs What’s in it for me?

– Passion and motivation on display vs Putting in my time

Measuring Organization Success

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• Establish systems to measure and track costs and services

• Establish security benchmarks

• Solicit performance evaluations and suggestions from customers

• Display security’s contribution to company’s competitiveness and impact to the bottom line

• Augment your staff or capabilities with consultants if necessary

Measure Your Performance

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Indicators of Success

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• 100% security award fees

• Recognized as a company asset

• Influential in the company’s business decisions

• Sought after as an expert in security matters

• Professional recognition

How will you know when you get there?

Last thoughts…

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• To be relevant security must be valued

– As a security leader, articulate the value of security

– When we have established our relevance and value, the resources and support follow

• Focus on leading the security organization

– Pro-active – strategic and tactical

– Respected as a business partner

• A place people seek out for assistance

– Be approachable, flexible and communicate at every opportunity!

Things to remember…

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• Neglecting the business aspects of security

• Identifying problems without offering solutions or alternatives

• Reacting to crises instead of planning properly

• Hoarding knowledge…being a “controller”

Avoid These Common Mistakes

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• Accepting more work than can be accomplished

• Blaming shortcomings on lack of management support

• Allowing security to be leveraged for political purposes

• Being pressured into a compromising position

Avoid These Common Mistakes

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Remember Your Ultimate Customer

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Uphold the Constitution, Laws, and Legal Regulations of the U.S. and Never be Party to Their Evasion

~Code of Ethics

United States Government

Wrapping It Up

You know your life counts when others know they can count on you.

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Did we achieve our objectives?

Communicating Security for Success…

Bottomline:

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• Know your business• Know your customers• Commit to customer service

Communicating Security for Success…

True leaders in security have theconfidence to stand alone,

the courage to make tough decisions, and the compassion to listen to others...

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They do not set out to be a leader but become one by the quality of their actions

and the integrity of their intent

Mitch LawrenceNSTI InstructorLawrence Solutions, LLCMITCHL3@COX.NET

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14325 Willard Road, Suite 102Chantilly, VA 20151(703) 263-9113Facsimile (703) 263-7297