Why Do Security Managers Fail?
1. Poor Matchmaking
Prior to 1994 and South Africa’s transition to a democratically elected government, the production line of security managers largely consisted of retired or ex-military men. These were excellent soldiers — men of war, so to speak — people who, in most instances, had some connection to a military or police background.
These men were exceptional at timekeeping, managing officers with a firm hand, and answering directly to top management. One could argue that some industries, such as security, thrived under these military-styled operating models. A parade-ground drill instructor with the soft skills of a lawyer would indeed be the perfect candidate to manage security and loss control exceptionally well.
As democracy took shape, many pre-1994 security managers began to see corporate structures changing too. Companies started placing more emphasis on HR departments; unions tightened their grip on large sectors; and many security managers’ contracts were terminated because of a perceived need to appear more “politically correct.”
The result was that many companies began looking for new, younger candidates to fill their risk and security portfolios — a shift that significantly weakened overall loss control and security management effectiveness.
At the same time, trade unions were learning how to leverage this shift. Removing a strong, hardened security manager made their work far easier. I personally know of dozens of companies that, out of fear of appearing aligned with old ideologies, effectively dismantled their security departments — only to pay the ultimate price years later.
Worse still, inexperienced individuals were now being appointed to these senior roles, finding themselves completely out of their depth. Just as a romantic relationship relies on compatibility, trust, and respect, successful security management requires the same foundation.
Unfortunately, poor hires — bad “matchmaking” — have become the first crack in the proverbial ice of successful risk management. Even worse is the practice of moving the security portfolio to an employee with absolutely no experience or passion for the role. It’s the corporate equivalent of handing over the poisoned chalice.
In my 30+ years of experience in investigations and security management consulting, I have encountered very few success stories involving a loss control or security portfolio being managed by someone whose core function lies elsewhere. You wouldn’t pair a burger flipper with a baker in a gourmet cooking contest — so why assign a financial controller or HR officer to manage security?
Appointing the correct person for the role is of absolute importance. Even small security teams will struggle if their leader is not the right fit.
In my opinion, the success of the security manager — and ultimately their programme — is far easier to achieve when the individual possesses three key skills:
- Versatility
- Lateral thinking
- Proficiency in more than one language
A successful security manager who can effectively apply intelligence-gathering, screening, information security, budgeting, and contract management strategies is worth their weight in gold. But finding such a person is not easy.
When a company finds a loss control manager who speaks the language of both business and security — hold onto them!
See part two of our series on “Why Security Managers Fail” next week…
