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Two previous articles in this space, Being Heard Above the Herd and Leveraging Your Voice as a Security Professional (Making the Pearl), discussed the importance of corporate security officers (CSOs) finding their voice and defining their role, as well as how best to leverage that platform by designing and executing an effective strategic security plan. In this, the third installment in the series, we’ll review how to turn a foothold into real traction — and establish long-term security and stability by building and maintaining your personal brand within the company.
The average CSO typically doesn’t have a very long tenure in a corporate environment. And that’s a problem. Because longevity is an asset when it comes to understanding and mitigating risk in a corporate environment. How you achieve that longevity is by integrating into the company culture, building relationships, and building your brand. Those “soft skills” help corporate security officers get to know their company and their coworkers better and will subsequently enable them to do their job more efficiently and effectively — in many ways making brand- and relationship-building just as important as any strategic or tactical security expertise.
Here’s how to make that happen:
Make the grade
If you’ve attained or are aspiring for a senior security role in a corporate context, an MBA is important. Professional certifications are fine, but once you are a candidate for management positions, MBAs come to the top of the pile.
Don’t rest on your laurels
Many CSOs have a short tenure because they fail to recognize that the skills that make you successful in a command-and-control environment are not necessarily applicable to a CSO position. Many come from a law enforcement or military background. This is an asset when it comes to having the emotional intelligence to operate effectively in a crisis, but this doesn’t necessarily equip you with a skillset ideally suited to a corporate security role. The standard law enforcement approach relies on a centralized investigation team, while CSOs need to be able to effectively manage a converged operation. On a practical level, new CSOs need to work hard to understand the nuance and complexity of corporate security work. On a personal level, it’s about recognizing the subtle distinction that your success is less about raw power or authority than it is about influence and credibility. That’s where personal brand-building is so critical.
Consider coaching
Consider hiring an executive coach. Coaching at C-suite level can be beneficial in learning how to effectively cultivate talent and improve your leadership skills. The right coach can help a CSOs achieve the “influence and credibility” referenced above. Many pieces of the leadership puzzle can be learned. And, especially for those transitioning from years of government service to the corporate sector, receiving those lessons from an expert leadership coach is one of the best ways to help navigate the political and often ambiguous nuances of a CSO’s role.
Bridge the perception gap
It can be tricky for security personnel to integrate themselves into an organization, simply due to the nature of the job. Goodwill can be in short supply when you are often the bearer of bad news or are viewed by colleagues as someone who views them with suspicion. Some HR professionals will even actively seek to avoid hiring security personnel with a law enforcement background because of perception concerns. With that in mind, CSOs need to go above and beyond when it comes to reaching out to and connecting with colleagues and professional partners.
Identify and connect
The best CSOs are skilled at identifying and connecting with individuals who are held in high regard within the organization. Understanding not just who those individuals are, but why they are respected and what personal and professional characteristics make them successful in the company is a great way to better understand a company culture and professional priorities.
Go full circle
Whether it is formally required or not, conducting an annual 360-degree internal assessment is high on the list of CSO best practices. It is one of the best ways to make sure there are no hidden issues percolating, to catch performance lapses before they become problematic, and to address any interpersonal issues that you might not otherwise have been aware of.
Talk the talk
The most experienced and effective CSOs understand the value of collaborative engagement both inside and outside their team. Prioritize honest dialogue and value team members who are unafraid to share a differing opinion. Different voices can help avoid a slide into group think. A significant percentage of your time as a CSO should be spent actively communicating —with your team, your peers, and your superiors — to gather and share information and learn from a wide range of different perspectives.
Don’t miss happy hour
Whenever possible, participate in outside events and extracurricular events with other employees. Developing meaningful relationships outside of your everyday sphere of engagement — even/especially relationships that are not exclusively transactional or informational in nature — will pay real dividends in terms of solidifying your position and your role within the company culture.
Take care of your health
It might sound obvious, but taking care of yourself mentally and physically is critically important. Health and wellness are important factors that can affect a CSO’s overall performance and impact their ability to make rational decisions. The combination of high-pressure demands and elevated expectation to meet aggressive goals can contribute to added stress and a decline in health if CSOs aren’t proactive about taking care of their physical and emotional health.
Don’t overlook the blind spot
The single biggest obstacle for CSOs who want to do their job well and become a valued fixture in their company is failing to understand the importance of corporate politics. The reality is that politics and relationships are enormously important in a corporate environment. When companies don’t know what else to do, they tend to default to reorganizing — and you don’t want to be considered expendable or replaceable when that happens.
The bottom line is that, as a CSO, your ability to effectively and thoughtfully build your brand and validate your value — within the cultural characteristics and political landscape of the company you are serving — will determine if you are ultimately viewed as a “corporate cop” or as the capable, sophisticated, and ultimately indispensable manager of a risk portfolio.
If you need help positioning your security strategy within your organization, fill out the form below to contact Pinkerton today: