From an HR perspective, people are the engine that fuels innovation in the modern enterprise. However, for security teams, humans are often regarded as the "weakest link" in the security chain.
In past articles, I have written about behaviors and style characteristics that tend not to be valued by organizations and that have proven often to be the underpinnings of why some security leaders fail in their roles. The counterbalance to that are leadership attributes and behaviors that are essential for success.
The Physical Security industry is at an inflection point. Digital transformation and Security Convergence have accelerated, hastened by the persistent pandemic. Physical Security, HR and IT departments have been forced to work together quickly in designing back-to-work strategies, realizing that separate silos of operations just won’t cut it any longer.
As you advance your security career into senior and executive levels, occasions may arise where your personal values may conflict with those in the organization. How will you handle ethical challenges that may have career and life-long impacts?
You have just started your role as a senior security leader in a new organization. After having gone through an extensive interview and evaluation process, both you and your new employer likely start this relationship feeling very positive about the future.
While more than 98% of businesses conduct pre-hire background checks on potential new employees, less than one-quarter of businesses proactively screen current employees - exposing CXOs and Boards to significant safety, security and compliance risks.
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