Security Services Council

Security Services Council

Chairman

Chair: Eddie Sorrells, CPP, PSP

Vice-Chairmen

Gary Kuty

Don Aviv, CPP, PSP, PCI

Members Fern Abbott Don Aviv, CPP, PSP, PCI Ed Batchelor, PSP Leon Beresford, CPP Marc Bognar, CPP Bruce Brownyard Steven Bucklin Sandi Davies Allan Davis Geoffrey Davis Rocco DeFelice, CPP Lenita Digby Williams Brian Doyle Damien Foglio, CPP Bob Giordano Manny Gomez Brad Gordon Dwayne Gulsby, CPP Brian Kickham Gary Kuty Bill Leap, CPP Dan Mendelson Cy Oatridge, CPP Nancy Peterson Marcus Pierre (Inactive) Dan Popowich, CPP Mark Porterfield, CPP Patty Schmitt, CPP David Selan Jim Sellers, CPP Eddie Sorrells, CPP, PSP Courtney Sparkman Chris Stuart James Taff, CPP Ann Tasber, CPP Chief Edinen Usoroh, CPP Pat Wood, CPP Daniel Youngerman Dana Adams, CPP – honorary

Ralph Day, CPP – honorary Rick Massimei – honorary Kimberly Matich- honorary

A Message from our Chair...

Greetings,

I have just returned from the 26th ASIS International New York City Security Conference

& Expo. The conference was an excellent event for networking, education, and exhibiting

the latest in security technology and services. The Security Services Council was well

represented with many members attending from around the country. The New York City

Chapter and ASIS International Headquarters did an outstanding job putting on a first class

conference. Thanks for your hard work!

The Security Services Council continues to be engaged in many vital areas of our industry.

We continue our involvement in the Private Security Officer Training and Selection Guide-

line now under development, and many members of our council are actively monitoring

this important future document that will bring much needed guidance in critical areas.

We also have two very timely workshops sponsored by the Security Services Council

coming up soon:

Security Force Management- Las Vegas- May 18-19, 2016

Register here: https://www.asisonline.org/Education-Events/Education-Programs/

Classroom/Pages/Security-Force-Management-2016-May.aspx

The Changing Landscape of Legal Liability and Regulation in the Security Industry-

San Diego- June 15-16

Register here: https://www.asisonline.org/Education-Events/Education-Programs/

Classroom/Pages/The-Changing-Landscape-of-Legal-Liability-and-Regulation-in-the-

Security-Industry.aspx

Ralph Day Security Officer Heroism Award

Once again, this year we will be awarding one deserving officer the Ralph Day Security

Officer Heroism Award. Nominations are due by July 15 and can be sent to either

bkickham@nesecurity.com or esorrells@dsisecurity.com. Nomination forms can be

found on the ASIS website.

The Council will award the recipient $5000 and a

plaque. The SSC will fund the recipient’s travel expenses, ho-

tel accommodations, and four-day registration fee for this

year’s ASIS Annual Seminar and Exhibits in Orlando. I en-

courage everyone to nominate a deserving security officer for

this prestigious award.

Eddie Sorrells

Eddie Sorrells, CPP, PSP

Chairman, Security Services Council

Why leaders should pay attention to

character by Art Petty

In 30 years of marriage, my wife and I have disagreed on only a few issues of consequence. One of those is our taste in movies. (Hey, movies are consequential!) I am addicted to character study and

she loves action movies. Because marriage is built on compromise, we do just that. I let her pick

and I make up for it by getting my fix of character-study in my professional pursuits.

It turns out our workplaces are filled with characters, although sometimes they are hard to see be-

cause of all of the action.

In my experience, the best managers are devoted students of the art of character study—not out of some desire to play armchair psychologist, but rather out of the desire to help. These man-agers are keen observers of how people perform and conduct themselves across a range of situa-

tions. They look for clues that point to superpowers and situations that expose or amplify gaps. And they use these insights to provide feedback and offer coaching.

I was surprised as a young professional when my manager offered her views on my ability to work with groups. “Your future will be about guiding groups to achieve big things,” she offered during one

of my performance reviews. “Why do you think this?” I asked. “Because, I’ve watched how people

react to you,” was her answer.

I filed that exchange away, but have appreciated her style of observation and have used it as my own model for many years. Ultimately, what she had observed is that guiding and teaching in group settings energizes me, allowing me to do my best at helping others.

The Bottom-line for Now:

Some managers thrive on the action. They want to be in the thick of the work knocking down bad guys and winning the day for the good guys. Good managers pay very, very close attention to the

behaviors of the individuals involved in the action. There’s an important difference.

This article appeared at http://artpetty.com/2016/03/10/good-managers-watch-the-actors-not-just-the-action/

"Discipline is the bridge between goals and accomplishment."

Jim Rohn Entrepreneur, Author

Security Services Council

Interview with an Expert : Due Diligence &

Security Expert Don Aviv by Shannon M. Wilkinson

We turned to licensed investigator and certified

protection specialist Don Aviv, the COO of global

corporate intelligence agency Interfor International,

for insight on due diligence in personal and profes-

sional background checks.

Interfor was founded in 1979 by a former intelli-

gence officer. Over the past 37 years, it has provid-

ed investigative and intelligence services for indi-

viduals, companies and major law firms in the

United States and around the world.

What kinds of due diligence do your clients

generally need?

Interfor’s clients generally require in-depth back-

ground information on persons and businesses.

Our investigations have provided vital intelligence

on principals, prospective employees, counterpar-

ties and joint venture partners, and we’ve assisted

companies, law firms and governments on a wide

array of cases and controversies in every corner of

the world.

There are many types and levels of background

checks and due diligence investigations: the scope

of an investigation depends on the needs of the cli-

ent and specific circumstances. However, at mini-

mum, a comprehensive examination in the U.S.

should include a thorough litigation check, 50-

state criminal check, bankruptcy check, verifica-

tion of educational degrees and licenses, name

screenings on government terrorist and criminal

lists, country-wide media search and government

regulatory agency checks.

Many of Interfor’s due diligence investigations in-

clude reputation inquiries. In these cases, we can-

vass those who know, or may have worked with,

the subject of investigation. Speaking with those

individuals can provide a wealth of information, far

more than any database-driven search.

How often do your clients or prospects decide

against undertaking due diligence, even when

you advise them that it is necessary?

Unfortunately, as a full-service investigative firm,

we often see the consequences of ineffective or in-

adequate investigations. Our litigation support and

asset search services often sees those consequenc-

es when they are called on to investigate, analyze

and track cases involving theft, financial fraud,

embezzlement and duplicitous conduct.

Failure to conduct adequate due diligence makes

you and your company vulnerable to substantial

losses and liabilities. In many situations a thor-

ough due diligence investigation would have un-

covered troubling facts and circumstances before

the parties began their ill-fated relationship.

The old adage ‘penny wise, pound foolish’ comes to

mind.

In addition to financial and reputational harm, the

damage caused by these omissions may result in

very uncomfortable confrontations with business

associates, employees, boards, investors and

shareholders.

As we always tell our clients: who you work with is

your business—making sure who they really are is

ours. (continued on next page)

Interview with Due Diligence & Security Expert Don Aviv (continued form previous page)

What would you say to companies that don’t carry out thorough verifications?

In the old days, when you began a business relationship with a known company, checking references was

about all the background verification you would do. Bernie Madoff and his ilk have turned that standard

on its head.

The past 15 years have seen a steady stream of financial frauds, scams and Ponzi schemes. The sheer

size of these schemes has been astounding. A few years back, a scam of several million dollars was note-

worthy; now we’re confronted with frauds in the billions.

There is no substitute for thorough, comprehensive due diligence on every significant player in your life—

from an overseas business partner to your local financial planner.

“Trust” and “verification” are the watchwords of the 21st century.

We often see crises in the news that may have been prevented with due diligence. What are some

that have struck you recently?

Many cases of financial fraud and misconduct could have been prevented with a thorough vetting of the

offending party. Financial fraud can take many forms (e.g., investment schemes on the East Coast, high-

return financial instruments in Florida, oil and gas drilling investments in the Southwest), but all have

the same aim: to separate good and trusting people from their money.

In our long experience, there has never been a shortage of aberrant behavior and conduct. A recent sam-

pling:

A U.S. money manager with a checkered past takes up practice in France, with activities including illegal stock promotion, securities fraud, wire fraud and money laundering. A highly experienced and qualified scientist engages in misconduct including plagiarizing, falsifying,

and fabricating information in a government study, resulting in his suspension. A founding partner of a global money management firm is party to numerous lawsuits in the Russian

Federation and subject to an international arrest warrant. A managing director at a hedge fund hires an investment manager with a history of Securities & Ex-

change Commission (SEC) investigations and a long trail of bankruptcies and bankrupt companies. A prospective employee is found to have a record of criminal violations, drug and alcohol convictions

and robbery charges. A hedge fund manager is discovered to have a history of hard drug use and an affinity for prostitutes–

as well as what associates termed a nervous, unstrung, and unstable personality. How do clients respond to due diligence findings?

Obviously, when potential problems or issues come to light at an early stage, clients are relieved. When

nothing untoward is turned up, there should be a huge measure of satisfaction knowing that the people

you are hiring or working with are good, stable and qualified. Clients have a respect for the process of due

diligence – that best practices now dictates that employees, partners and associates undergo a thorough

and complete vetting. With that process comes the peace of mind from knowing that what should be done

has been done.

Don Aviv is a Board Certified Protection Professional (CPP), a Board Certified Physical Security Professional (PSP), and a Board Certi-

fied Professional Investigator. He is also a licensed New York State Private Investigator. He holds a B.A. from the University of Roch-

ester and an Alpha Phi Sigma M.S. in Criminal Justice from Suffolk University. Mr. Aviv is an Adjunct Professor at the University of

Maryland University College and Vice Chairman of the Security Services Council of ASIS International. He also serves as an Advisor

to Canary, a manufacturer of revolutionary home security products.

This is the fifth in a series of interviews with experts whose work relates to online reputation management.. This interview first

appeared at http://reputation-communications.com/you-online/articles/due-diligence-security-expert-don-aviv/

Security Services Council

The Dangers of Being an Understaffed Security

Company by Courtney Sparkman

In a previous article that I wrote titled The Basics of Hiring Security Guards: Who, Where, When, and How, I outlined some basic principles on the security guard hiring process. In that article under the section “When To Hire,” I discuss a concept that I call “Continuous Interviewing.” In that section I briefly touched

on why you should be engaging in this practice. In this article I will elaborate on situations that you might find yourself in if you choose not to.

Understaffed? Your Officers Will Love The Overtime

One of the biggest problems of being understaffed is the inability to cover open posts and consequent-ly incurring excessive officer overtime. In the research that I have done, “Acceptable” overtime in many industries ranges from 2% – 9%. But in the security guard industry, any amount of overtime is unacceptable. That is because in most contracts officer overtime is non-billable. Having adequate staffing levels gives you and your schedulers the flexibility that you need in re-sponding to call-offs, no-shows, and temporary service orders.

At our company we practiced keeping an inordinately high number of part-time/flex officers on staff at any given time. Many of these officers were hired during times when we didn’t need additional personnel, but we found that this practice helped us drastically reduce overtime. But I must admit, that although we re-duced overtime, we increased the number of unhappy officers who felt that they weren’t getting enough hours.

Understaffed? You’re Going To Make Some Bad Decisions

I was recently speaking to a security guard company manager about a problem that he was having with his officers not submitting Daily Activity Reports at the end of their shift. Our conversation quickly moved from our software, to his disciplinary process, and what happens when officers don’t follow procedure. He explained that when his officers did not submit their DAR’s, they were removed from the schedule and would not be put back on until they came to the office to talk with management. I followed up by asking whether or not he had terminated any officers for not following their standard operating proce-dures. It has been my experience that sometimes you have to set an example for your staff by terminating problem officers. He said that in his case he had terminated one officer, but it didn’t work because other

officers were still non-compliant. He later admitted that he was hesitant to fire any other officers because of insufficient staffing levels.

There are two lessons on inadequate staffing to be learned from that conversation. First, being under-staffed will make you accept behavior that you would otherwise find totally unacceptable. I am pretty sure that if this manager had sufficient staffing levels, he would have happily terminated every officer that was not in compliance with their post orders. But because of poor staffing levels, he was stuck with officers who weren’t acting in the best interest of his company or clients.

Second, understaffing will allow bad behavior to metastasize to the other officers in your organization. I have learned from personal experience that word travels fast about not having to do your job. I can hear the conversation right now: (continued on next page)

Security Services Council

The Dangers of Being an Understaffed Security Company (continued)

Officer 1: “Hey Officer 2, you do daily activity reports?” Officer 2: “Yeah, don’t you?” Officer 1: “Naw, they don’t really care if you turn them in or not. It’s just busy work.” Officer 2: “Really? Then I’m not doing them either!” You can probably imagine different versions of this same conversation occurring across his security guard force. When you have one bad officer, it is of the utmost importance that you remove that officer from your employee roster before his/her bad habits spread.

Understaffed? Your Training Program Will Suffer

Last but not least, understaffing will eventually lead to improperly training your officers. I have seen this happen time and time again. When you or your supervisory team are busy covering shifts and put-ting out fires, the amount of time that you need to spend training your officers, especially the new ones, will suffer. In most cases, having an under-trained security force just sort of creeps up on you. When you are pressed to fill a shift, your biggest priority isn’t training the fill-in officer, it is getting him/her on post. Oftentimes at that point you make the decision that the officer that is being relieved can train the new officer until a supervisor has a chance to train them. But when you are understaffed, that supervisory training rarely ever happens. Those situations will continue to happen until one day you look up and you have a lot of officers who aren’t familiar with their SOPs. There are probably dozens of other ways that understaffing negatively affects your security company’s operations, but we will leave it here for now. If you manage a security guard force how do you prevent running into the problems of understaffing? Is there a certain percentage of part-time/flex officers that you like to have on staff? Please feel free to con-tact Courtney at http://www.officerreports.com/blog/the-dangers-of-being-an-understaffed-security-company/

“Quality means doing it right

when no one is looking.”

Henry Ford

Security Services Council

When Alexander II was the Czar of what is now Russia in the mid 1800’s, he looked out of his palace

window and observed a soldier guarding an area of the palace lawn that appeared to be little more than empty space. “What is that soldier guarding?” he asked then-Ambassador Otto van Bismarck. Bismarck asked the captain of the guard for a reason for the sentry’s post. He learned only that the soldier was fol-lowing a long standing order at the palace. It was the 1800’s version of “We’ve always done it that way!” Vowing to learn the rationale for the guard duty, Bismarck had the soldier asked if he knew why he was standing guard over what appeared to be empty space. The soldier was clueless as to the reason. His superior also did not know why, only that this particular post had always been under strict orders to be guarded around the clock. Undaunted by bureaucratic ignorance, Bismarck finally found an elder sol-dier who reported what his father, also a palace guard, had told him: Some 150 years early during the reign of Catherine the Great, the region had a long, hard winter. One morning, looking from the same window from which Alexander II would later peer, Queen Catherine saw the first flower of spring pushing out of the snow covered palace lawn. Wanting to enjoy this lone flower for as long as possible, she posted a guard to protect the flower from being picked. Unfortunately, the order was never rescinded. So, for many years to follow, soldier after soldier en-gaged in a round the clock meaningless act in strict obedience to what quickly became a completely ab-surd policy. No one challenged the policy; they just did what they were told. The flower story is relevant today. Policies and practices, appropriate at the time of their creation, can assume a permanent life of their own. As circumstances change (which they always will), the “givens” that govern enterprise must be ex-amined and questioned. Without a culture that values boldness and candor, well-meaning front line em-ployees will follow, even defend, the rules that add no value. It takes leaders willing to challenge unhelp-ful procedures and question valueless rules. Stupid Rule Clue: Customer Anger Growing up on a cattle farm provides a chance to see the promise and perils of freedom. For months cows leisurely graze, sleep in the shade and drink water from a nearby pond. In the winter when there is no grass, bales of hay are delivered to their “doorstep.” But, when the time comes for the cows to be transported to market, herding can become a challenge. It starts out rather peaceful; but as cows are steered from the open pasture into small holding pens and then forced to go up a loading chute and onto the truck, it requires low voltage electric prods to convert their resistance into compliance. What does this cattle herding metaphor have to do with you? If you limit your customers’ freedom with stupid rules, you pay the price with their propensity to respond with greater than normal wrath. They take out their anger on your frontline, ramping up stress and turnover. They assertively trash your repu-tation. Their social media rantings spotlight your “stupid rules” as they inform hundreds of potential cus-tomers to stay clear of your “holding pens and loading chutes.” Examine where customers show their angst and ask: “Is this a stupid rule that needs to be exorcised?”

(continued on next page)

Don’t Be A Leader Of Stupid Rules

by Chip Bell

Security Services Council

Don’t Be A Leader Of

Stupid Rules (continued)

Overcome “Stupid Rule” Blindness Growing up in the rural Deep South at a time of racial segregation, I witnessed the socially accepted

norms of the times—whites and blacks had sepa-rate bathrooms, water fountains, schools, and sec-tions in the theatre. No one, black or white, chal-lenged that thought process; it was the way things were. My primary playmates were the African-American children whose parents worked on my dad’s farm; the topic of segregation never came up. I was in late junior high before I realized how inane it all was. Why was it not obvious to me before that such practices were com-pletely wrong? How could I have been so socially blind? The “this is the way it has always been done” rationale is more than a plea for a comfortable status quo; it is a signal that an alternative to prac-tice may not be easily seen. Think of all the assump-tions of yesteryear we took for granted. Employees can’t work from home, business casual will lead to low productivity, or the workday is nine to five; the work week forty hours. We can catalog a gazillion current myths that once were accepted truths. It takes leaders who boldly create disruptor patterns aimed at questioning the

limitation of “what is” in pursuit of a more progres-sive “what might be.” Organize a “service garbage patrol” to spot and report places where service is a needless hassle for customers. Start with your customers’ first en-counter. A restaurant might select the parking lot. If your customers’ experiences with your “parking lot” were a picture of your whole service system, what would it tell them about what you value and your top priorities? What is their ending memory at

farewell? Now, focus the service garbage detection spotlight on every other process in search of stupid rules. TD Bank created a “Kill a Stupid Rule” program; any employee who spotted a rule that kept employ-ees from delighting customers got a fifty-dollar re-ward. Like TD Bank, make busting customer-restricting bureaucracy more valued than protect-ing those “sacred cows.” A Board of Customers might provide keen insight into stupid rules that employees take for granted. Create an on-going vir-tual customer focus group focused on policies, pro-cedures and practices. Take an empathy walk with a key customer through your service processes and beg her or him for candor about the experience. Leadership has had its history of being charac-terized by a role of control. Rules create order, policies prevent anarchy, and leaders protect stabil-

ity. Clearly there are circumstances where rules are crucial to safety, ethics and fairness. This is not a plea for revolt. But, the truth is order and rationality do not need to be added by leaders; they ooze from the seams of every business encounter. Leadership today is about foster-ing the illogic of innovation, the irration-ality of passion and purpose, and the instability of change. Holding on to stu-

pid rules restrains us from the adventure of ad-vancement. Following the current may give us mo-mentary ease and comfort, but only dead fish swim with the current. In the words of Helen Keller, “Security is mostly a superstition. It does not exist in nature, nor do the children of men as a whole experience it. Avoiding danger is no safer in the long run than outright exposure. Life is a daring adventure or nothing at all.” This article can be read in its entirety at http://leadchangegroup.com/dont-be-a-leader-of-stupid-rules/

Policies and practices,

appropriate at the time

of their creation, can

assume a permanent life

of their own

Security Services Council

Security a dangerous post-retirement job for cops by Ted Czech

From police officer to security officer, a certain amount of danger still exists

Police officers often turn to the security industry for employment after retirement, and although the work may vary from enforcing the law, a certain amount of danger still exists, experts say. The work is not exactly the same as a law enforcement officer, but at times, it can be nearly as dan-

gerous, according to Chris Hertig, a retired security supervisor and York College law enforce-ment professor. "They're right in where things are happening; they're right in the crux of it," Hertig said. "When violence occurs, it's the people that are right there that are affected immediately, and they're the ones at greatest risk." That was the case for retired York City Police officer-turned security officer Ronald Heist. The 71-year-old was killed one Sunday morning while working for the Schaad Detective Agency. Through the agency, he had been contracted to work with the Pennsylvania Turnpike. Heist was killed during an armed robbery at a Fort Littleton toll plaza shortly before 7 a.m. that also took the life of Danny Crouse, 54, a toll collector on the job for less than three months, according to Turnpike Commission Chairman Sean Logan. It's difficult to find a comprehensive list of the number of security officers who died while on du-ty. One list on pifeed.com, a news aggregation website, states there were 114 confirmed security officer on-duty deaths in 2011. Privateofficer.com listed 92 security officer deaths in 2011. The same year, there 180 police officers killed in the line of duty, according to the Officer Down Memorial Page, a non-profit dedicated to America's fallen law enforcement. "The adversary will neutralize those officers, and sometimes, it's by killing them," Hertig said. "You take a look at what occurred on the Turnpike — we have seen this before." Types of work The security industry can be divided into armed and unarmed work. Unarmed work is typically what is known as "access control" — dealing with the public, managing parking details, where officers are tasked to observe and report should they see something illegal take place. Armed security has a higher risk factor and can range from providing security at government insti-tutions to protecting cash and valuables, to executive details — sort of a Secret Service-type group hired to provide security for visiting dignitaries, said John Sancenito, president of Information Network Associates, a security firm in Harrisburg. Security officers might also provide protection after a "hostile termination," where an individual is fired and has either made a threat, or a belief exists that he/she may seek retaliation on the former employer and its employees. "We come in and we provide armed guards, oftentimes in plainclothes," he said. "We're there just in

case the employee comes back." Although security officers often deal with the public in similar situations to police officers, they are limited in their response, Sancenito said. "You have no process of arrest other than that of a nor-mal person," he said. And if you see or have knowledge of a crime and a chase ensues, more times than not, "You actually have to stop at the property line." No 'average' guard Age varies greatly in the security industry, he said. "You do get a lot of younger individuals (but) you also have a lot of retired police officers." There is no age ceiling, as long as they can pass a re-certification, he said.

(continued on next page)

Security Services Council

Security a dangerous post-

retirement job (con’t)

And while some ex police officers take a security

job after retirement, there are some who tackle

both jobs at once.

Some police officers will moonlight as security

guards, said Ted Wade, chair of the Central Penn-

sylvania chapter of ASIS International, a major in-

ternational security organization started in the US

more than 50 years ago. "We have a lot of mem-

bers who get involved while they are still in law en-

forcement," he said. "They build their credentials

for post-retirement."

Lethal weapons training

Many of the skills learned and practiced as a police

officer are transferable to security, including car-

rying a weapon, according to Hertig, who is also on

the board of directors of the International Founda-

tion for Protection Officers.

Prospective armed security guards in Pennsylva-

nia must successfully achieve Act 235 status, also

known as Pennsylvania's Lethal Weapons Training

Act, Sancenito said. Certification requires physi-

cal, psychological and background testing, in addi-

tion to a 40-hour classroom and firing

range course. However, there are no legal training

requirements for an unarmed security

guard, Sancenito said.

However, once Act 235 certification is achieved, by

law, a guard only has to qualify once every five

years to retain it. Some security companies do not

pursue additional training, but only do that bare

minimum, Sanceninto said.

"That's where there's weakness," Hertig said.

"There's been a weakness in teaching tactics to po-

lice and security personnel ... it's a missing piece."

Sancenito said that his company's internal require-

ments mandate range training once a year, plus

other use-of-force training in verbal judo, pepper

spray, expandable baton, and hand-to-hand com-

bat.

This article first appeared at http://www.ydr.com/

story/news/crime/2016/03/21/security-dangerous-

post-retirement/82076302/

“Twenty years from now you will be more disappointed by the

things that you didn't do than by the ones you did do. So throw

off the bowlines. Sail away from the safe harbor. Catch the trade

winds in your sails. Explore. Dream. Discover.”

H. Jackson Brown Jr., author

Security Services Council

Member Spotlight: Brad Gordon

Brad Gordon brings

impressive experience from a diverse range of

industries to his cur-rent role as CEO of Viewpoint CRM, one of

the country’s largest, privately held, remote video monitoring oper-

ations. Combining entrepreneurial savvy

with decades of suc-cess in business oper-ations, growth and de-

velopment, Brad is focused on educating

potential customers about the new alterna-tives his company of-

fers and establishing Viewpoint as the in-dustry leader for progressive

security management.

Earlier in his career, Brad held a senior

operating position and was eventually made a partner at one of the area’s largest multi-family housing management operations. He was in-

strumental in the early-stage development phases and in establishing the company as a

nationally-recognized industry leader.

Prior to founding Viewpoint, Brad served as President and CEO of what had been a dis-

tressed manufacturing company, engineering its turnaround by focusing on Customer Ser-vice, streamlining operations and increasing

revenues. Reinvigorating the company into a

highly profitable operation, he at-

tracted the attention of security gi-ant Tyco International, Inc., eventu-

ally negotiating Tyco’s acquisition of the company, and remained with Tyco as President of that division for

some time.

In the fall of 2001, when security became a top concern across the

globe, Brad’s curiosity was piqued in regard to the changing landscape of

security needs for businesses. He be-gan to research opportunities within this market, and identified signifi-

cant inefficiencies with the tradition-al options of basic surveillance and

live security officers, and so sought an alternative. In 2005 Brad founded Viewpoint to introduce a better solu-

tion: his company’s patented voice-enabled camera systems for ad-

vanced security management. Their focus is on

working with security service companies to provide “Eyes in the Sky and Boots on the

Ground”, Viewpoint’s blended solution.

A native of the Boston-area, Brad served in the U. S. Marine Corps. Following his military

service, he earned his BA from Union College in Schenectady, New York, later returning to Boston where he received his JD from Boston

College Law School in 1990.

Security Services Council

We spend most of our waking hours at work, and if your relationship with your boss is a diffi-cult one, it makes all those hours arduous. Some people approach the situation by gritting their teeth and toughing it out, but it's hard to do good work under those circumstances. Others engage in manipulation and games, but that turns out badly more often than not, and it takes an ethical toll. Being the best we can be at work is largely a matter of successfully managing our relationships--including our relationship with the boss. What it takes is smart habits and effective skills. Here are some smart non-manipulative ways to effectively manage not only your boss but those you lead: 1. Be a problem solver, not a problem crea-tor. Problems will always be with us, but some-times the easiest way to solve a problem is to first stop participating in it. A good problem solver is someone who doesn't create drama or adds to the crisis. Work to never bring a problem to your boss without at least one good strategy for dealing with it. At the heart of great leadership and successful management is being the best problem-solver you can be. 2. Stay calm even when everything around you is in a state of chaos. When everything is fall-ing apart and breaking down, the last thing you want to do is lose your cool. It is easy to be great

when things are calm but if you truly want to stand out, the smart thing is to learn to be calm in the chaos. When everybody else is losing their temper or showing their irritation, the smartest thing to do is to keep your reaction level-headed and reasonable. 3. Don't blame others but always hold yourself accountable. Your life, your business, your repu-tation are all what you make them. Don't blame others if you mess up or fail. Instead, demonstrate your accountability with a summary of what you

did wrong, what can be done to make it better, and how you will prevent it from happening again. Accountability is increasingly rare, which makes it even more valuable. 4. Set up healthy boundaries. It's easy to fall into the trap of thinking that your boss wants 100 percent of your every waking moment, but setting up reasonable boundaries shows that you're smart, you know how to take care of yourself, and you're willing to be assertive. Don't justify, ration-alize, or apologize--just set your boundaries calm-ly, firmly and respectfully. 5. Never make excuses. It's normal to want to get yourself off the hook, but the fact is that ex-cuses don't work and they make you look bad. At the end of the day, nobody cares about excuses. Minimize your damage by being responsible and owning your own problems as you work to do bet-ter. 6. Make your boss look good. No one has ever made themselves great by putting someone else down. Especially if your boss is doing badly, do what you can to help shore things up. When you make them look good, you invest in a critical rela-tionship and make yourself look even better in the process. 7. Be a consistently positive force. Discipline yourself to seek the positive in every situation. Think, speak, and act with positivity. When every-one else is complaining about an unreasonable

restriction, find the work-around. It makes you a valuable team member and sets you apart. In short, treat your relationship with your boss as you would any other important relationship in your life. Invest time, energy, and creativity into making them happy, show your best self as much as possible, and create the habits in yourself that cultivate trust This article appeared on line at: http://www.inc.com/lolly-daskal/7-smart-ways-to-effectively-manage-your-boss.html

How to build a great relationship

with your boss

by Lolly Daskal

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Notable Quotes

Ray Charles on Seizing the Day:

“Live each day like it’s your last, ‘cause one

day you gonna be right.”

Nelson Mandela on Courage:

“I learned that courage was not the absence of

fear, but the triumph over it.”