Usually I write articles based on my experience as a security professional but this one will be addressed from another perspective. That of the person who has a degree in Psychology and has also spent many hours studying behaviours. I would like to combine my two educational backgrounds and discuss how specific behaviours can negatively affect the security industry.
If you are a service provider, you must always have in mind that people you employ and place with clients are the people who represent your brand. Their mistakes will harm you more that it will harm them. Most companies are losing contracts due to toxic or unprofessional behaviour of their operatives. No matter how good a CV looks on paper, attitude and behaviour at work are crucial when you place someone to protect another human being who has his/her own personality traits. Placing the right candidate with any specific client goes much beyond hiring a good HR manager, especially when your company is handling contracts of thousands of dollars and clientele of specific social, financial and celebrity status.
We all are aware of the ongoing news reports and social media posts regarding the complaints of some colleagues about their former clients, claiming how their clients were ‘’rude’’, ‘’cold’’ and ‘’non friendly’’. Now, these people worked for well known companies, so someone obviously thought they would be ok to be hired and placed with specific clients. The fact that they can so easily speak on public forums makes you wonder if NDAs were signed at all before hiring. Again, just one interview and a CV are not enough when you hire someone, especially in this line of work.
While the majority of the industry will say that speaking publicly about your client is unacceptable and unprofessional behaviour and that it also breaks the code of the confidentiality, there seems to be an alarming trend regarding security providers reporting their former clients or talking about them in public.
Now there are many reasons why someone may choose to do so. One, it can be to sell his/her story. Many news media outlets and reporting outlets are paying a lot of money for stories like this. Two, that person found his/her inner writer and are writing a book about that client, again bedtime gossip sells. Three, by going public, they believe they can gain publicity and attention for future employment. Although many serious and high class companies will never hire someone like this, there will always be that one company who will see nothing wrong with it and place this person with another client. Unfortunately, ethics and professionalism in the security industry don’t mean the same for all of us. While at least some positions have the minimum requirements, apparently for others, there don’t seem to be any ethical requirement standards at all…
While specific company or personal ethics seem to vary quite a bit, and discussing the three mentioned reasons above appears to have no worth, there is another valuable and important trait that we can identify with and improve significantly. This is the inability, of some people, to control their emotions in the workplace. These people have a very specific view of how people should treat them, and anything different makes them unable to process their feelings and they cannot control them. They feel hurt, insulted, or perhaps someone was unfair to them and they want to talk about it publicly to gain attention and receive a pat on the back.
As we mentioned earlier, since all of us have different definitions when it comes to ethics and professionalism in security industry, many will see no problem. No issues in posting pictures with their clients (jeopardizing their safety), talking about their private moments, what they saw or heard while working for them or basically breaking every rule of the client’s confidentiality. If the client doesn’t trust you, you will be gone and with you a contract for the company you were working for.
Now let’s focus on our topic: Emotional Control in the Workplace. According to Gross’ definition, (1999), ‘’Emotional control can be thought of as a facet of emotion regulation, but refers primarily to attempts by an individual to manage the generation, experience, or expression of emotion, and/or one’s emotional responses’’. In other words, emotional control is each individual’s ability to manage emotions that may be disturbing, disagreeable, hurtful, insulting, and being able to remain calm and effective at his/her performance. As human beings, we are emotional and we cannot suppress our emotions, but we can learn how and when to manage them. It is ok to be hurt or bothered by specific words or behaviours at work, but how you control your emotional response to a specific trigger is very important for your efficiency and professionalism at work. How many of us, in the course of our day, have been told or asked to do something and we thought…
‘How can he/she talk to me like that?’
‘Who he/she thinks he/she is?’
‘That is not why I was hired!’
And I am sure many of us have been angry, sad, insulted etc.
Someone may ask why it is important to manage our emotions at work. Before answering that, we first must explain how emotions work. Humans are emotional creatures, and our brain was designed for survival and perpetuation of our species. The Amygdala is the portion of the brain that is responsible for our emotions and basically works as our brain’s radar for threat. Now threat can have different meanings, not only physical threat but it can also be when we hear something we don’t like or we don’t agree with, or something that may challenge what we knew and believed up until that moment. When the amygdala detects a ‘’threat’’ we have the so called ‘amygdala hijack’ or ‘emotional hijack’. During this state, we cannot innovate, we cannot learn anything new or process new information, and we rely on old behaviours or patterns. During this hijack, we cannot focus on our professional tasks or duties because our brain will primarily think about what is bothering us at that moment. Also our memory is highly affected, and we will recall only that which is most related to the incident/threat and not other things that may be important for our work. Now, as security professionals, being tasked with someone else’s security, can you see how being able to manage your emotions at work can affect your performance and why it is important? I’m sure you can see it. And keep in mind that many studies performed around the world have proven that being able to manage your emotions competently brings substantially better business outcomes.
As a security professional, you will spend most of your time being the shadow of a person who is paying you. That person has his/her own life beliefs, ethics, attitude, emotions, life worries, etc. How that person addresses you is his/her choice, right or wrong. However, how you react to it and manage the feelings associated with their behaviour is your responsibility. Have in mind that while your job is to protect them, they are not your ‘buddy’. They have their own job/responsibilities of keeping sales and numbers up, creating new products, making sure pay checks to employees are paid at the end of the month, and other important obligations. They have so many issues to deal with and you are not one…You are to be a help, not a hindrance. Professional protection, not a ‘Buddyguard’!
Once, one of our clients used obscenities while speaking to one of our colleagues. While the colleague was literally in tears (Imagine a security professional being in tears in front of the person he is protecting) and decided to quit that day, he failed on several fronts. One, to think that the client may have had a bad day, (Which later on, we found out he had just received the news his ex wife had filed for a divorce) and Two, the client is NOT our friend, and his/her reaction to anything may be, and most likely is, the result of something unrelated to us and not to be misconstrued as such. In this case, the client later apologized, which is rare, but some will not.
No matter what type of client you happen to be providing services for, always keep in mind, the client doesn’t have to be friendly to you, or care how your morning or night has been, doesn’t have to say hello or good morning or even converse with you at all! At the end of the day, it is not personal and it cannot be taken as such. This may very well be how they see social interaction. While it may seem rude for someone not to say hello, for them it may be natural. For them, you are just another employee. Also, have in mind that you will be in contact with many people in their lives of varying backgrounds and levels of power. The client’s wife, PA, butler, nanny or general public all may say something, at some point in time that will upset you. Also, never forget that emotions are highly transferable and someone may have had a fight at home with his/her children or significant other and carried all those emotions to work.
An emotional outburst at work can take your focus from performing your duties best and show you are incapable of controlling your own feelings. Being insulted or feeling you are not treated fairly will probably make you feel angry and anger will increase your heart rate. According to a study done by Prof Cynthia Fisher from Bond University, School of Business in 1997, the most common negative emotions experienced at work are frustration, worry, anger, dislike and unhappiness.
Should we repress or suppress our emotions? No. Can you manage them? Yes, we all are able to minimize those emotional hijacks. Most of us are highly aware of what can trigger our emotions. We know what topics, or events can affect us emotionally. So paying attention and being able to recognize when those signs of destructive emotions are starting to build, we have more chances to stop an emotional hijack. Here are some techniques:
- Know your triggers. This can help you to recognize what upsets you.
- Be respectful. If a person is rude, there is no need to react to it with rudeness and feed it. You can remain firm and professional without being aggressive. Most of the time, those people will calm down once they realize that they are the only one in the room shouting or being rude.
- Use exercise to blast your anger. Hit that treadmill, set some PR’s, roll on the mats… exercise will help to release any physical tension in your body.
- Never bring your negative emotions from home to work and vice versa. What happens at home stays at home and what happens at work stays at work.
- Clarify the situation. Many times it was just a miscommunication or misunderstanding.
- Use the 10-seconds rule. If you feel your temper rising, count to 10 to recompose yourself. If needed and if possible, get some distance and excuse yourself from the situation, reassuring them you will get to this matter as soon as possible.
- If for some reason you had an emotional outburst, apologize to anyone involved with it and take responsibility by recognizing you reacted badly.
- Speak about the incident to your supervisor. If there are behaviours, language or incidents that are irritating you and you are not able to see past them, then you should seek another position with another client. Either way, inform your company regarding any incident. Most of the times companies are not aware of a situation until it becomes unfixable.
- If you are a service provider, make sure you do an internal audit regularly regarding operational effectiveness of your operatives. Ask them, listen to them and also be ready to place them somewhere else if they seem burned out by a specific client/detail.
At the end of the day, keep these in mind, 1) the client is not your buddy, 2) it is not personal, 3) clients need to see that the person assigned to their protection not only is physically trained for the hard task but also he/she is emotionally stable, calm when all else is chaotic and can show restriction and strength when necessary.
If you are interested to learn more about Emotional Control in the Workplace contact us today at email@example.com
Denida Zinxhiria Grow
Founder & CEO
At Athena Worldwide we are industry leaders for promoting, training and staffing female bodyguards internationally. With our affiliate offices, we can provide world-wide close protection and executive protection services for entertainment professionals, politicians, CEOs, Royal Families, journalists, clergy and corporate personnel.
Want to find out more about female bodyguards? visit www.athenaworldwide.com
Over the last 10 years, I have written a few hundred articles and granted interviews related to protective work within our industry. I have almost always addressed topics of interest from the perspective of a Close Protection Operative or directed advice or opinions toward the CPO.
As threats change with the times, the topics of discussion must change and occasionally we have to address an old topic from a fresh perspective. This article is directed to the security company Owner or Manager and addresses a more mundane yet equally important topic: INTEGRITY.
What many company owners and managers will tell you they are looking for when hiring someone to work for them (and represent their companies), is loyalty, dedication, hard-working, punctual, positive attitude, team player, ethical, honest, law abiding, professional. It shouldn’t be surprising but many employees are looking for the same qualities in a company’s top leaders.
Most of us as Managers, CEO’s, CFO’s, COO’s, or other Owners fail to remember that when our company is awarded a contract and we hire people to work for us, our organization’s integrity is judged by, and dependent upon our employees. So as important as they are to us, why did they suddenly resign?
Most successful protection organizations are managed by company Owners, Managers or CEOs who have been operatives at some point in their careers, so it should be hard to understand how they would neglect their employees, but it does happen all the times, and I do understand.
Below I will try to point out some issues that allow for a toxic work environment for both employers and employees which lead to turn over and poor loyalty.
Each company has its own vision and goal. The question is: are you as the creator or guardian of that vision as loyal to it today as you were on day one? Are you loyal to the people who work for you, to what your company represents, to the profession? Or are you ‘’bending’’ your own work ethic or clouding your company’s vision for that monthly check? Great operatives sometimes work for organizations that have cut corners, lagged behind in paying their employees, failed to support their employees, siding instead with the client, and forcing employees to quit before it was time to give them a raise. If you think that your employees won’t quit and inform everyone they know (including your competitors), about your conduct, you are wrong.
Are you on time with your responsibilities toward the people that work for you? Are they getting paid for their working hours/days expenses and benefits on time? “I HAVEN’T BEEN PAID BY THE CLIENT YET” is not an excuse for not paying your operatives on time. Operating a business and hiring people means you have a specific amount of capitol you must set aside to insure payroll. Failing to achieve payroll independence probably means you are mismanaging your profits and maybe your company. Do you return phone calls promptly? Do you promise performance raises at 6 months of employment and then wait for the employee to beg you for it at 7 months?
Are you honest regarding employment contracts? There are companies who practice “Shadow Contracting”, which uses two sets of terms: one for the clients and one for the operatives. The difference between the two are the services promised to the client within the terms of service and what the operative believes they are signing up for in pay, working conditions, risk and support. In most cases, the client is unaware of this.
Additionally, when you hire a CPO, you informed them about the initial threat assessment, so until they get their foot in the door and deal in real time with the client and his environment and do their own assessment they have to rely on what you know. As we know, in our line of work, the threat level is, in part, what sets the cost for our services. Some organizations will not inform an operative of the real threat level in order to pay the operative less.
Are you a law abiding professional? Unfortunately we have seen people with criminal records running security businesses or Managers who don’t mind hiring employees who have prior problems with the law or regulatory authorities, who add them to their company administration or to their CP teams.
These decisions initially affect the CP effort but quickly destroy the trust and loyalty in the organization as a whole and eventually the Client relationship.
Are you a team player? I have heard the phrase “I want you to see our company as your family”, many times. This is a hollow statement because:
- They already have a family.
- They are usually under a contract with a time limit
- They will never feel like family when your family and friends are in all of the key positions or in charge of the operations.
As a business owner, manager or CEO you have to think ahead and take care of your people. Some contracts require assignments in distant cities or other countries. Those people, who work for you, protect your client and basically make money for you and are away from their homes and families, possibly in a different culture, unfriendly country or in a domestic environment which tests their patience, fidelity, fitness and temperament. Are you focusing on what the CP needs to succeed 20 or 30 or 60 or 90 days into their assignment? Are you watching for complacency and prepared to replace or rotate your CPO’s if complacency or boredom becomes apparent? Did you remember to add this possibility in the client’s contract and explain that the CPO the client starts with may not be the one they end up with?
Do you regularly check to insure that your CPO’s do not exceed 10 hours a day in service and that they receive proper time for rest or rehabilitation or training or fitness? Did you put these terms into the contract? Did you secure a retainer?
Recently, I was made aware of a female CPO that took an assignment in a country she had not worked in before. She took the assignment with a signed contract which she was awarded because of her experience working with and protecting children. She was promised a weekly bi-weekly paycheck, time off, 10 hour days, clothing, food, lodging, travel and other allowance “reimbursements” and was furnished equipment. Within 30 days, she was behind 2 paychecks, out of personal money due to not being reimbursed, was working 18 hours a day, was being berated daily by the client’s wife, not allowed to discipline or correct a spoiled child and was not accustomed to the local exotic diet which was her only source of food, resulting in her being sick and under nourished much of the time she was in the country. Additionally, she was not able to leave once she decided to do so and had to work an additional 4 months before finally being paid an adequate amount of money to allow her to “escape”. She has not yet been paid the balance of what is owed her and has no legal means of demanding or recovering her earnings. The company is still in business and continues its practices. It has no loyalty and the internet is now peppered with negative comments about it.
If you see fallacies in your corporate hiring and management practices or are experiencing a high turnover in CPO’s or your management staff, spend some money on a private consultant. They can evaluate your practices for far less than what you are losing in lost contracts and overtime or training costs due to employee turn-over. Having the right people working for your company and stay with you for a long time is the best investment you can do.
End f the day, while you are running your own security firm take some time to remember where you came from and guard your reputation within the industry.
You paid thousands of dollars for training and thousands more on equipment, firearms and clothing. Add in the cost of travel, hotels, meals, time off of work and other expenses and you are finally qualified for work, according to you. But what does the Client value in a protector? It may be no surprise that interpersonal skills top the list. Good manners, eye contact, a firm handshake, a timely smile, and an expansive vocabulary are just the tip of the iceberg. Knowing how to negotiate, and more, knowing when to remain silent are also key to a Client choosing you over an ex-WPPS Private Military Contractor.
After decades in the protection industry, it is continually apparent that while “fieldcraft“ is absolutely valuable and indeed essential to a Client’s required prerequisites, it is the “intellectual” skillset with which the Client has the greatest exposure, (and hardest time finding).
Many laugh when first hearing about interpersonal skills in the personal protection industry. They believe that as long the client is safe, nothing else matters. We all know that we are getting paid for that 0,1% chance that may require us to respond to a threat and “save the client”, but the rest of our time will be spent interacting with the client, their family members, employees, domestic staff, and our own colleagues. And just as important are the paparazzi and the public, both of whom have cameras in hand. One wrong comment or gesture and the Client’s embarrassment results in your termination, and possibly a civil action.
Social interaction requires specific interpersonal skills. Your ability to react or reply appropriately is crucial. Using the wrong words with the wrong person and your years in the sand box or skill with firearms won’t save you. You will be fired within seconds. It happens every day and some of you won’t even know why.
Below we will try to give you some tips from ours as well as our colleagues experience and mistakes and even included some comments from past clients.
Your relationship with the client:
If you have any understanding of the industry at all, you know that you are with a client because someone within the client’s entourage has a fear that you have convinced them you can quash. In a combat zone, there is real fear of capture or death. In a large city in America, spy photos of the client out in public, drinking with friends, and in Mexico, Kidnapping. In many instances, you may be with the client 10 to 16 hours a day. So how do you spend that much time with them or their family, under that kind of stress without getting emotionally connected to them? Stick to the old adage: “Be seen and not heard”.
First of all keep in mind that the client is the one paying you, no matter how unrealistic his requests may be, you must adapt to his ‘’wants’’ and ‘’security needs’’. You may not be allowed to do what the job requires or have the manpower or equipment needed but you will have to adapt and do your job with what you have. You may be asked to be in position X and not Y because the client doesn’t feel comfortable otherwise. Consider too that it is also difficult for someone to get used to the idea of having strangers around them with every step they take and with every person they meet. Consider what you are doing that might be adding to or reducing their tension. Talking, staring, where you are standing, your cologne, or your actions can all add to a client’s frustrations.
The professional is one who can work with the difficult client, not the other way around. If you are lucky enough to work for that easy going client good for you, but most of the time you will have to deal with people that will test your limits. Have you ever had a client ask you to protect him but not to be within sight of him?
New professionals usually ask how they would deal with different challenges, like “what if the client asks me to have a drink with him”? What if the client asks you to do things that are out of your area of responsibility?
If you are a Close Protection Operative of the opposite sex of your client, then be prepared to deal with even more difficult situations. Traditionally mixing stress and fear with the comfort a protector can bring and the power and wealth of a client, (or his wife), and an opportunity……
Every one of us, client or Close Protection Operative (CPO), have different, social backgrounds and if you add to that different cultures then be ready to deal with more difficulties.
For many of us who have spent years in this business, (If we are successful enough to still be in this business), we have learned where our boundaries lie. If you are new in the business consider that boundaries exist for all of us. The client has them and so do you. When we are hired to protect a person, we are actually being allowed to step far inside their boundaries but they should not be allowed to step too far into ours. We will see a client in their most private and vulnerable moments, but what happens to our persona as “protector” if they see our weaknesses and vulnerabilities? And what happens if someone outside the client’s circle identifies our weaknesses or vulnerabilities?
How do we identify a client’s boundaries, and how do we educate them on ours? It’s really very simple; we ask. We should consider their social and moral code, their habits, vices and health issues and their fears. Sitting down with the client and discussing their needs and simply asking them where their boundaries are and letting them know ours is crucial to the success of a long term assignment. It may be no big deal for a client to ask you to enter a room where they are using drugs in a party setting or where he and his wife are in bed, but this may be beyond your comfort zone, (your boundary).
What is the difference between professionalism and friendship? Here is a simple rule: “You can’t buy friendship”. If you are being paid, you can’t be friends. If you want to be friends, stop taking the client’s money. Crossing the boundary between Professional and Friend is never successful.
From my personal experience I have found that when I was acting strictly professional the client was uncomfortable. Our task is to make them feel safe but when we appear ‘’untouchable’’ they believe we don’t understand their fears or what they’re going through. It is very important for them to feel we understand them. It is not easy to be the client….Sometimes they will open up and talk to us and we must show them we are listening. This is not friendship. This is part of our job.
If you get too friendly, then automatically your professionalism will suffer in your client’s eyes. Not because he doesn’t trust you anymore but because your laps in professionalism suggests to him that you won’t be taking your job as serious as is needed.
Consider how Psychologists work. They cannot offer professional counseling to people who are in their family or with whom they are friends. They certainly cannot start dating a client.
It is understood that you may share many hours with the client. Talk to him only when he talks to you or when you have to say something that affects his safety. Avoid starting a conversation but always be friendly if the client decides to speak to you. If you are asked a question, try to answer it with a single sentence.
Your relationship with the client’s family members will have to be the same. Don’t be too friendly with them or other staff or guests. Remember who hired you and why. Remember who cuts your check and who ultimately you serve. You should answer to only one person. If you assist or serve anyone else, it must be with the approval of the client and then only at no cost to them.
If you appear too unapproachable or “hard”, you will intimidate those you are serving. Too approachable and the family and everyone else will feel comfortable approaching you. And it will always happen when you need to be focused. Take a middle position with your client which is addressed with professionalism. Again, prior to accepting your contract you must clarify from whom you will be given orders and directions regarding your work.
As a CPO your job is to protect you client’s life and image. You are not there to carry their briefcase or shopping bags, etc. You also should not be carrying the client’s child on your hip, or holding doors open or performing domestic chores. Remember to keep your hands free.
Don’t be afraid to say “no” when you are asked to perform duties which are outside of your role. The client is hiring a CPO not a maître ’de or a butler. It is professional to politely refuse to perform a task outside of your agreed responsibilities instead of accepting it and putting in danger a client or your life. He has hired you to provide security services and nothing else.
The client must see you as an educated, well trained, experienced and professional person, and it is up to you alone to earn his respect. If your client respects you then any of your suggestions concerning his safety will be accepted by him positively.
Alcohol? NO, NEVER, EVER…..while working. But……
What if your client calls you for a drink or coffee while you’re not on duty? In this case you have to ask why he is calling you. Does he see you as a friend or do you think he wants something unrelated to work or to talk about your work? First, remain professional. If your client calls, you respond. Then avoid alcohol at all cost. Consider that in many countries and especially in the United States, if you are in possession of a firearm and you are questioned by police with alcohol in your system, you will be arrested.
Sometimes the most dangerous trap a CPO may fall into is to have a physical relationship with his client or the client’s spouse. Remember that movie where the bodyguard was sleeping with his client? Art sometimes copies life. Being emotionally involved with your client, (or anyone in their circle), no matter how unprofessional we see it, has happened with some colleagues. Understand that if this occurs, the CPO is always at fault. Because the client is dependent on you, they may be more likely to share raw emotion with you or let you all the way in to that last boundary, the personal physical boundary. Take advantage of this vulnerability and you are solely to blame. And if you think you found the love of your life, you will be replaced by the next person the client sees power or an emotional investment in. And who is going to write you that professional referral letter then?
Sexual Harassment is rampant in our profession. Male CPOs are approached by everyone who is attracted to the perceived power of the protector or by anyone trying to get to the client or get into the client’s circle. But if you are a female CPO it is much worse. You will get barraged from both males and females, clients, their family members, friends and then your colleagues. Additionally, sometimes due to culture, there are those who believe that because they hired you to protect them you are there also for ‘’extra services’’. There have been cases like these which have been unreported to authorities but are a common problem within the female CPO industry. Again, that sit down meeting with the client prior to taking the job is strongly suggested.
Your relationship with colleagues:
During our career we will have to work along with people who don’t share the same work ethic, qualifications, training and experience, background, morals or values with us. So whether we like or dislike someone, we shouldn’t allow it to affect our professionalism. Our first loyalty is the client’s safety and the study and mastering of the art and skill toward this goal. Our second loyalty is to the industry to which we have dedicated our lives. Loyalty to our colleagues falls within this, not the other way around.
As we all know, Close Protection is a profession that is unfortunately void of professional standards and requirements. Each country, and even each State has its own licensing or training requirements and in many cases no training is required at all. In light of this, you realize that you have to work to solidify a team with people who bring with them different experience, skills, training disciplines, standards, professionalism, culture, and ethics in the same way a sports team or elite military unit has to work through individual differences to become a uniquely cohesive team.
It is very important that each one on the team promote and maintain a strong working relationship with the others as well as the client, and of course other people who we may be in contact with (house personnel, office staff etc).
Some of the people you are working with may have more or less skill and may be younger or older. So in each situation you must address your issues with them with respect. Never offend anyone no matter the reason, never correct someone while anyone else in present. If you believe they made a mistake you can ask if he would mind a tip or advice. Not many people are open to advice from coworkers. If they refuse your help, respect it and leave it alone. If a colleague makes a sexual advance or even a comment that you are not comfortable with, address it quickly.
In our work it is very important when an issue occurs, to take immediate action to address it. Later you can do your research and as a team and correct it. As in any team, constructive criticism is meant to eliminate future problems.
Try to avoid conversations with your colleagues that include topics which trigger emotional responses like sports, religion, sex or politics. No conversation on these topics can contribute to your client’s safety.
Avoid discussion about family and do not share details about your family, spouse, kids or home life. You don’t know how the information may be used against you or your client later. Can you be blackmailed? Could this affect your client or team?
The only conversation you should entertain is the one that adds to your client’s safety.
Your relationship with fellow citizens and Law Enforcement:
In most countries your authority or legal ability to act is no more than any other citizen. Trying to get a free pass at the club or disturbing the peace will give you and your client a bad image. No you can’t stop the traffic, park whenever you want, stop people from entering in public places or ask to search them.
Many of our colleagues come from a Law Enforcement or Military background, they use to have their own language with their former colleagues and may work along with them or ask for their help. Remember that active Law Enforcement personnel have their own agendas. They are not part of our industry any more than we are part of theirs. Do not ask them to help you do your job. Some may abuse their authority and use it to get close to your client, and may even try to replace you. Be respectful and keep your distance.
Your networking activities
It is common and we see it almost every day in online networks or forums, people who hide behind a “screen” or “nickname” and make negative comments about other colleagues. It is seen by most as cowardly at best to make public comments about someone while hiding behind a false identity and further, without allowing the victim or viewing audience to verify the experience or credentials of the accuser.
Industry forums serve a couple of purposes. The first is to inform and the second is to allow comments and feedback for the purpose of informing. Unfortunately, they have become a place for the unimpressive to gain their 15 minutes of fame. These chronic complainers, seemingly have plenty of free time, (possibly due to their unemployment), and repair their egos by blaming or criticizing others. Yes, there are non-professionals and there are professionals, but a forum is not the right place to show who is who.
For those who like to comment on different articles or posts online (…that includes many of us…) before you hit “send” be sure you:
1) Read the article/post carefully. It is very disappointing to see colleagues who post a negative comment on an article when it is clear that they neither completely read nor completely understood it.
2) Offer a solid answer/opinion based on logical thoughts or facts (or evidence/search results). Recently, someone tried to show their disagreement with an author. Their only approach to a counter-point was insulting the author which actually proved the author’s point. Someone else tried to answer him by copying and pasting parts from the article and offering negative comments on the excerpts, which further proved the subject of the article; that some people in our industry can’t adapt their soldier mentality and behavior to the more polished corporate environment.
3) Answer in a manner that does not insult the writer or others.
4) Re-read and understand the article. Stating a disagreement is fine but following up with information that goes off topic and writing anything other than what is pertinent to the subject will only make you look stupid.
5) Read the article again,
6) Read your answer again from the perspective of your colleagues,
7) Read it once again from the perspective of someone who knows you,
8) If it doesn’t look professional/logical/in good taste or relative to the article provided, DO NOT hit that “send” button or “publish now” ….otherwise again, you will only end up looking stupid.
If you think companies and recruiting agents don’t look at a candidate’s networking profiles? Think again!
The bottom line is this:
If you lack professionalism on any level or lack interpersonal skills in dealing with people you work for, with or around, you will not be able to hide behind your experience, education or other skillsets.
Founder & Worldwide Director
Some may think it is the ‘’easy job’’ but when you get hired to protect a client’s most valuable asset, his child, you will find out that providing security details for minors is actually harder and more challenging than protecting adults. Consider as well, the immense amount of trust a client has to put in your ability before they offer you the opportunity and then not be overconfident in your performance. Kids are the fastest way to end a career, don’t underestimate the challenge they present or the rewards that service to them offers.
Today more and more celebrities, dignitaries, politicians and the corporate elite are hiring female bodyguards that are assigned specifically to protect their children.
The traditional huge thick-necked bodyguard accompanying a child to the zoo is giving way to the ‘’child-friendly image’’ of a well-dressed athlete with an I.Q. of 130+, caring for that child as if it was their own. Male and female bodyguards that can blend in with and adapt to the environment of parents and children are more likely to gain employment over the classic muscleman.
If you are in charge of protecting young children, you will either be their sole caretaker in public or be in charge of both them and their caretakers. Either way, you have challenges. If you are the sole caretaker, you will be as preoccupied with meals, diapers, tempers, and entertainment as with their security. If you are watching over the child while in the company of a nanny or parents, your job is immensely easier but also exponentially harder with the addition of each person added to the party.
Conditions are easier if the child is younger and cannot communicate because you don’t have to carry on a conversation, but harder because you also may have to carry them, thus occupying your hands. Easier if they can talk but harder when they can talk back or argue. Easier when they are older and can listen for and follow directions but harder when they want their own way.
The difficulty really comes when you are dealing with teenagers. An exceptionally high number of security details for teenagers has to be done covertly. This is to say that the kids just won’t want you around or cooperate with you if you are “in their space”. So forget about walking formations, suits, and stiff postures. Be prepared to dress casual and blend in. That includes both your physical appearance and behavior. One wrong move that embarrasses your young client and you are done, and with a negative review of your conduct reaching the parents, done for good.
Here are some hints to consider when protecting children:
If you can work with a caretaker or parent and allow them to care for the child, this is ideal. The adult would go through training with you to learn to understand verbal instructions and non-verbal instructions and you would not deal directly with the child or ever be alone with them. You must also consider your age and athletic ability when compared with the nanny or the parent(s). Could you pass for a spouse or parent or Aunt or Uncle?
When you interview a client prior to accepting an assignment, ask them about your limitations or role regarding their child’s protection. Typically, the client will not allow you to admonish or punish a child for misbehavior. You will be spending a lot of time with a child that may be developing his/her character. This is a very vulnerable period. Not many parents are willing and open to allow another person to correct their child’s behavior. So be sure to clarify your limitations in writing. Also, remember that attraction is a natural function in life and children learn to trust and become attracted to adults at an early age. This process averages about 6 months which is why it is recommended that you limit your contracts to that amount of time. If you are going to stay longer, you must obtain additional training as the emotional stress on you can be overwhelming over longer periods of time. Some may ask you to just act as a bodyguard and protect their child’s physical wellbeing and some will ask you to also educate them and correct bad behavior.
When it comes to children or teenagers protection, clients tend to hire bodyguards that will be assigned to the family and the child for many years. As one might understand, it can be difficult to place different bodyguards on a child’s or teenager’s protection during short time periods. In this case, they are looking for someone skilled and mature enough both professionally and ethically to protect but also work as a mentor for their child. Mentoring and teaching could include academia as well as self-protection skillsets. Make sure your need for income doesn’t overwhelm your ability to teach.
As with any client, there are roughly 50 mandatory questions that should be asked and answered and an additional 100 that could be asked. Many of these should be asked of the parents but many should be asked of the child while the parents are present. As soon as you get assigned to a child protection detail you must ask about their habits, his/her medical record ( blood type, if he/she is allergic to anything, etc), preferable places they like to spend time and of course who their friends are. Background checks should be conducted on every adult around the child, including the parents of friends. Include school staff such as teachers, coaches, bus drivers, school nurses, and cafeteria staff.
Have a conversation with the child. Explain to them why you are there and what your job is. Usually, they see you as a new person intruding in their life and someone who is there to spy on them and report anything they do to their parents. This initial bonding is critical to you keeping your job.
Deal with older children as adults. Have a conversation with them. Children are not stupid and like to be dealt with as adults. Respect their opinion and explain your position. Make sure they understand that your only duty is to keep them safe. An additional concern is reporting. Whether asked to report back to the child’s parents or not, you should keep very accurate notes and be prepared to deliver an accurate report to them. This may ruin trust so be very careful with this.
Allow the child some time to feel comfortable with you and trust you. Depending on the child and your approach, it may take them up to 3 months to start feeling comfortable and trust you. Don’t rush the process. Be approachable and let them decide when they can come closer to you. Again remember that this is dependent on your planned length of the assignment. Children by nature are very reactive and they tend to do the opposite of what they have been told. For the child, we are another ‘’intruder’’ in his personal life. It takes a great deal of patience and discipline to earn trust. Study this process and seek out a professional counselor if needed. Your client should retain one for you.
In the beginning, (with an older child), you will have to deal with a child who will be asking you to stay further away, don’t look at them, don’t open the car doors for them, don’t accompany them for shopping or to the movie theater. Of course, as you do your job, you will have to disregard or ignore their requests and although some in our profession may say it doesn’t matter what the child wants the fact is that at some point it does matter. At the end of the day, you don’t want to deal with a kid who will play hide and seek with you and see you as an enemy, but a child that will be cooperative with you and seek you out and trust you when danger threatens their safety or security.
Educate the child on security awareness topics. Children love learning new stuff and they will understand why you can’t stay back out of reaction range, How you can see them but not watch, how you can be close enough to hear them but not listen, why she/he can’t sit on the passenger’s seat next the driver, why you have to open the door for them etc…
Since much of teenager protection is done undercover, set some signals or codes with the child. Let her/him know what signs you can both use for cases such us ‘’stay there’’, ‘’go’’, ‘’come close to me’’ etc. AND Practice these every day.
Consider the child’s friends. Your presence around them can affect how your client acts or reacts. Avoid addressing the friends and never correct the child in front of them.
Another important issue to discuss with the child you are protecting is their online behavior. You may have to teach and explain why it is important for him/her to be very cautious about what information and pictures they post or share with friends. Many times, parents neglect these matters. You will become all things to these children. Take the influence you have over them seriously. You are not just protecting them, you are influencing them too. Children will learn to manipulate both parents and the protectors. Parents may become jealous or resent that you spend all your time with their kids or that you are “too close”. Address this issue early on. It will save your career.
You need a female bodyguard to protect your child? Contact us today
Founder & CEO
By John R. Lehman
I’ve been asked for over a year to address the subject of contracts. Specifically, contracts between Personal Protective Operatives, (or their companies), and the people they protect.
In this posting, I will try to simplify the explanation of the “Contract” and offer an approach from our perspective on the creation and use of this form of agreement.
The Who, What, When, Where, Why and How of the contract is really quite simple.
Let’s start with the “Why?”
If you have ever been in a hotel room and looked up at the sprinkler, you noticed the little coat hanger symbol with a big red line through it on a label next to the sprinkler. That symbol means “Don’t hang anything on this”. One has to assume that someone had to have hung a coat hanger on the sprinkler head causing a very wet result AND it had to have happened more than once to justify the expense of putting stickers by every sprinkler in the country..
The written contract is needed because someone before us breached a “verbal” agreement. The contract in our case is needed to insure that all parties agreeing to a set of conditions, allowing them to operate with each other, are doing so with equal and clear understanding.
Who needs a written contract?
Anyone who enters into any agreement with anyone else.
A contract between the Principal person to be protected and the protection provider is only the beginning. Agreements between the “Client” and members of his domestic staff, Protection team and limousine and rental car agencies, apartment lease agreements, and even in between individual members of the protective team are all necessary.
What is a contract and what should be listed within it?
“A written or spoken agreement, especially one concerning employment, sales, or tenancy, which is intended to be enforceable by law”. A “protective services” contract should specify:
- Responsible entities or persons entering into the agreement
- The signer’s legal address and contact information
- Specific tasks to be performed
- Locations (with addresses) where work will be performed
- Conditions under which you will perform the required tasks
- Conditions under which you would cease performing these tasks
- Responsibilities of each party to provide certain or specific equipment
- Expectations of each party
- Restrictions on each party
- Insurance requirements
- Start and end dates
- Penalties for issues such as non-performance/non-payment
- Rates of pay, schedule of payments and due dates
Additional items to consider as attachments to the main contract might include:
- A Non-Compete, Non-Disclosure (an “NCND” or “NDA”). Each party signs the other’s agreements.
- A copy of regulatory rules and statutes under which you might be working
- Copies of other agreements to be signed, i.e. Rental, Lease, Memberships
- Assigned Equipment Agreement (radios, weapons, credit cards, vehicles…)
- Affidavit to allow access to Client’s personal information
Remember that the Client signs the same agreements that you do.
When is it appropriate to bring up “the contract” or set up a time to sign a contract?
My typical conversation starts out with a greeting and “How may I help you?”
The Client or their representative answers “I am considering using a Bodyguard, What do I need to do?”
My Answer is usually “We can help you, but I need to ask you a couple of quick questions”
“I assure you that I will not ask for personal identifiable information now but I need to establish what type of help you need.”
Are you in danger at this moment?
Do you currently have someone protecting you?
Are you armed?
You don’t have to tell me where you are yet, but you can if you want to…
Are you in a safe location?
Are you using your normal cell phone?
Are you driving your own vehicle or one assigned to you by someone else?
If you are in hiding, are you using your own identity or credit cards?
The “Where” is very important. You must choose a place that limits the client’s public exposure while still offering them the feeling that they are surrounded by people and free to get up and leave at any time. I will offer immediate security and pick up and escort of the Client but it’s rare and even rarer that they accept.
Once I have established the person’s real need or level of fear, and current level of safety, I will ask for a place and time to meet. I will suggest a Law Enforcement building or if the person is in extreme duress and fearful, the person’s Attorney’s office or a bank lobby.
I never suggest the movie line that they must “come alone”. If they are in real fear, a companion may ease their tensions and make it easier to negotiate with them.
Have an Attorney draft and design your contracts and all attachments. Get your Attorney to read anything you will sign. AND , I always have a contract package with me!!
The “How” involves considering the frame of mind of the client and their safety.
I introduce myself to the client and we sit. I always sit within arm’s reach of them.
I open my brief case and place the contract package on the table. The top contract is an agreement to not disclose anything about the ensuing conversation to ANYONE. It also establishes my legal right to the person’s personal information through his permission via an Affidavit which we have notarized.
I explain who I am, what I will and won’t do, I explain that I am not a “Bodyguard” but rather a “Personal Protection Consultant” AND I explain the difference between the two.
I continue asking open-ended questions to allow them to explain their situation. This process establishes trust and prepares the person to sign the Operating Agreement.
I explain that I will need to perform a few tasks and explain that I will get some personal information from them and run a background investigation on them. And if I decide to help them then I will contact them in 24 hours and require a 5000.00 dollar cash retainer and that I will need them to answer as many questions as is possible on a “Client Questionnaire”. The Client Questionnaire that I designed is a minimum of 430 questions and as many as 700. (Depending on the Client and the size and expanse of the estate).
The agreement also states that if I am not retained, they will get 3000.00 dollars back and they will keep all of the information I discovered. I secure a cashier’s check or U.S. Postal money order before we separate. The cashier’s check or money order helps to insure that the funds are legitimate.
Once we have discussed the safety and security issues and I have established the validity of the concern and the client’s legitimacy AND their financial ability to pay for my services, we discuss the rate and cost of expenses. We discuss issues with travel and clothing and equipment and weapons and my team’s intrusion into the client’s private world and more. We agree to meet again within 24 hours and sign the final contract to engage in business. We separate and I run a complete background on the Client and everyone they know.
When we meet again, we sit, I open the file, I hand the client a pen and the contract is signed within 60 seconds. I then discuss our Personal Protection Officers, show the client a file on two officers who can work within the client’s parameters and he picks his lead man. It is then up to the Lead man to pick his team. I then call the chosen lead man and he is at our location within 2 minutes. The lead then takes possession of the Client and I depart. The now Close Protection Officer (CPO) begins training the Client and if required, building his team.
This may seem completely strange and one can argue that this is just not the proper way this is done. So do it your way. But I sign 90% of the potential clients I meet with. Of those, 40% are for terms in excess of 90 days. The 60% are clients needing less than 10 days. Naturally, I have left a few things out to protect my strategies and real methods for meeting with the client, but this is as close as I can come to a quick education on contracts.
As far as Taking possession of the Client, That’s for next time.
About the Author
Mr. Lehman is the Vice President of Athena Academy. He is the founder and CEO of White Star Consulting, LLC based in Dallas, Texas. He is a certified TCOL (Texas Commission on Law Enforcement) classroom and Firearms Instructor, NRA Certified Law Enforcement Firearms Instructor, Federal Protective Service authorized Instructor, Texas Concealed Handgun Instructor, ASP Baton/Handcuff Instructor and unarmed defensive tactics Instructor using the Russian Systema discipline. He is a Texas Licensed Instructor for unarmed and armed Security and teaches the Texas Personal Protection Officer (PPO) course. Mr. Lehman joined Athena Academy Instructor’s team on January 2013, with over 27 years of corporate and private security experience