Communication and the Buy In Process for Protection Details

Establishing open communication in everyday relationships is vital to attaining continuing positive results from each of our personal efforts.

The term “buy-in” or “buying in”, is synonymous with identifying value in stock or share of a company, it is also a term when a poker player wishes to enter a game by purchase chips. “All in” is another term that is synonymous with a commitment to a perceived financial opportunity.

In contemporary times, we have expanded our use of this term to include bringing people to a common belief or having faith in a concept or idea.

Often in the protection business, we have shareholders that are part of the team through a voluntary buy-in or who are placed as a shareholder by default, i.e. the security manager or event manager who oversees a venue your company or client has leased. The visible benefits of someone voluntarily coming into the team are clear, they identified a value for doing such. The challenge, often, is the person who is at the table because that is where they are told to sit and who does not necessarily see any benefit of being there, nor do they necessarily have confidence in the rest of the team.

Now how do we take this from someone taking a share to going all in? We first need to have a solid plan that considers our mission of protecting our assets and that also gives consideration to all of the shareholders. To do this we need to open the communication channels with all the shareholders, our principal’s asset(s), our client’s or superior’s expectations, venue or hotel managers, local law enforcement and emergency services, etc.
This is where we begin to split hairs, how much information do we share, what is the return on sharing this information with “outsiders” and how do we protect our OPSEC requirements? This will be scaled on individual requirements of your company, but, consideration should be taken for the benefits of sharing your plan and relative information. Here are some steps which I follow when making these considerations:

  • What are the expectations of my employer?
  • Will the people I am sharing information with be an asset to the success of my mission?
  • What are my risk factors, and do they support my sharing of the intelligence?

Okay, so let’s get to the actions and inactions that we must take to accomplish the mission of protecting our assets, in this case human assets.

My Actions:

  1. Identify the needs of the principal and their expectations.
  2. Identify the expectations of our client or superior.
  3. Establish my plan for carrying out the assignment.
    • What operations are to be performed?
    • Who will need to perform these operations?
    • What tangible and human resources will be needed?
    • Who are these human resources?
  4. Once the individualized draft plan is penned, establish a meeting with all my internal shareholders/team members.
    • Review the mission.
    • Identify needed modifications and considerations in the plan for each shareholder to accomplish their task within the mission.
  5. Establish a meeting with all external decision-making shareholders so I may conceptualize our objectives and actions in the plan.
  6. Identify the goals and the mission itself.
    • Identify what resources they may bring to the table to make our primary mission not only a success but, less complicated with a smooth transition.
    • Capsulate the external shareholder’s resources and needs in carrying out their individual tasks in achieving our overall objective.
  7. Create my final draft of the detailed plan, identifying all resources, requirements and actions to be taken and by who.
  8. Review the plan with my employer with final updates on expectations and needs.
  9. Finalize my plan in complete detail.
  10. Communicate, often electronically the idea to all internal team members.
  11. Establish a meeting with all needed internal and external shareholders/team members to provide the finalized plan and discuss the expectations of each faction of the overall detail/mission.

My Inactions:

  1. I do not share small bubbles of information that involve acute expectations unless everyone requires the overall knowledge of these needs.
  2. I do not provide samples of access control identification to individuals who have no need to know. The concept will be understood that access control will be limited to particular areas and samples of the needed identification will be given to those who need to know.

When it comes to information needed and not needed, in the protection business, we need to be good soldiers and understand at times we will not be included in the chain of information for certain circumstances… stay focused on your individual tasks and the overall objective.

What have we accomplished by using this approach?
By communicating needed information, and while being conscious of our OPSEC, we have brought everyone to the table. They have either identified themselves as someone who needs to be on the team because through their own choice they have “bought in” to the plan, or they need to be removed from the table because they do not share the same vision for meeting the objective. It is essential to identify this immediately for each detail if you maintain someone on the team and they have not bought into what needs to be done will have created another vulnerability to the mission.
By following this approach, I have also learned that it brings resources to the table that would otherwise not be known to me, and that quite honestly, makes my job a little bit easier!

Communicate, Gain Trust & Understanding from the Team and Obtain the Buy In…

Bill Peeler is the President and CEO of Peeler Group International www.peelergroup.com

Comments

Comments are closed.