The Art of Successful Security Management

The Art of Successful Security Management builds upon Dennis Dalton's previous book, Security Management: Business Strageies for Success and leads the reader down the road to becoming an envisioned leader. Drawing on the ideas of recognized management consultants, business executives, and academics, this book weaves these ideas with the author's own experience to create a context fro security specialists and students.

The Art of Successful Security Management:

• Cites 10 maxims for success: a creative analogy using "the art of fly fishing" to explain organizational concepts
• Focuses on protecting intellectual property in addition to physical assets
• Breaks the myth that security is a commodity — 20 insider tips for achieving value-added contributions
• Defines best practices and how to apply them to security management

• Part I Beginning the Journey to Successful Management
• Chapter 1: Security Management and the Art of Fly-Fishing
• Murphy’s Maxims
• Know Your Customers
• Develop a Reputation for being Proactive
• Seize the Moment
• Keep It Simple
• Establish Your Credibility Early On
• Respect the Individual
• Honor Thy Sponsor
• Write Only What You Would Want to read in The Berkley Barb
• Assume No Responsibility Unless You Run It
• Have a Person on the Way
• Empower Your People
• Empowerment
• Security Management and the Art of Fly-Fishing
• Finding the Right Spot – The Art
• Working the River – The Science
• Value-Added Opportunities
• Ten Ways to Demonstrate Added Value for External Providers
• Twenty Ways to Demonstrate Added Value for Resident Security Departments
• Summary
• Chapter 2: In Pursuit of Quality
• How Deming Views the Pursuit of Quality
• Develops a Strategy for Constant Improvement
• Adopt a New Paradigm
• Replace Mass Inspection with Employee Troubleshooting
• End the Practice of Awarding Contracts on Price Alone
• Promote Leadership and Institute Training
• Eliminate Hype and Quotas
• Remove Barriers and Promote Continuous Quality Improvement
• The Seven Deadly Sins
• Obstacles to Quality
• The Other Experts’ Point of View
• Best Practices – An Avenue to Quality
• Are You Getting the Job Done?
• Is the Service Being Delivered Effectively?
• Is the Service Being Delivered Efficiently?
• Insider Tips for Pursuing Best Practices
• Security Applications in Best Practices
• Other Techniques for Thriving
• Going the Extra Mile
• The Three-on-Four-Word Motto
• Employee and Business Enhancement Programs
• When Pursuing Quality Misses the Mark
• Company 1: A Major Manufacturer
• Company 2: A High-Tech Company
• Summary
• Chapter 3: Moving Beyond Customer Satisfaction
• The Value Matrix
• Defining Your Customers
• Developing a Rapid Response Strategy
• Pursuing Customer Satisfaction
• Developing Strategies for Cultivating Customer Loyalty
• The Customer-Supplier Gap
• Service Excellence Strategies
• Managing a Customer Relationship
• Managing the Transaction
• A Customer-Driven Approach to Quality Assurance
• Seven Critical Mistakes
• Summary
• Part One Summary
• Part II Today’s Security Manager – A New Approach
• Chapter 4: The Eclectic Manager
• The Emerging New Role for Security Managers
• Making the Transition from the Public Sector
• The New Perspective
• Changing Roles in Service Markets
• Models of Security Management
• The Resident Manager
• The Contract Provider as Security Manager
• The Nonsecurity Security Manager
• Summary
• Chapter 5: Busting the Commodity Syndrome
• The Commodity Syndrome
• Demand-Side/Supply-Side Cost Control
• The Demand Side
• The Supply Side
• Strategies for Commodity Busting
• Being Willing to Say No and Walk Away
• Developing Your Unique Selling Proposition
• Developing Your Strength and Continuously Playing to It
• Basch’s Hierarchy of Horrors
• Developing Vertical Markets
• Managing Programs for Added Value
• Summary
• Chapter 6: Establishing Your Collateral Value
• Defining Your Collateral Value
• Protecting Proprietary Property and Confidential Information
• Managing the Alliance
• Operationalizing Proprietary Information
• Assessing and Countering Threats to Proprietary Information
• Threat Analysis
• Primary Motivations for Stealing Critical Assets
• Defensive Strategies – Demonstrating Your Collateral Value
• Trade Secret First Aid
• Identifying Potentials for Loss
• Convincing Management to Keep a Secret
• Creating a Cost-Benefit Ratio
• Focusing on the Basics
• Managing the Panic
• Supplemental Value Contribution
• Corporate Secretary
• Facilities Management
• Other Supplemental Opportunities
• Summary
• Chapter 7: Competitive Intelligence – The Overlooked Collateral Value
• Exploring Competitive Intelligence
• Myths About Competitive Intelligence
• Competitive Intelligence Defined
• Why Your Company Needs Competitive Intelligence
• Gathering Intelligence
• The Security Specialist in Competitive Intelligence
• Competitive Intelligence and the Security Investigator: Comparable Characteristics
• Convincing Management to Adopt Competitive Intelligence
• Identifying Bad Data
• Summary
• Part Two Summary
• Part III The Collaborative approach
• Chapter 8: Pursuing Envisioned leadership
• Leadership Development and the Art of Distance Running
• What Is an Envisioned leader?
• Coyotes Are Procedural";" Roadrunners Are Experimental
• Coyotes Are Earnest";" Roadrunners Are Passionate
• Coyotes Are Resilient";" Roadrunners Are Resourceful
• Coyotes Are Smart";" Roadrunners Are Wise
• Coyotes Look Back";" Roadrunners Look Ahead
• Coyotes Operate from What They Want";" Roadrunners Operate from Who They Are
• Legendary Leadership
• The Five Stages of Corporate Moral Development
• Mentoring – Still Alive and Still Critical for Success
• The Support Cycle
• Avoiding Leadership Pitfalls
• Identifying the Wrong Problem
• Judging Ideas Too Quickly
• Stopping with the First Good idea
• Failing to ‘Get the Bandits on the Train’
• Obeying Rules That Don’t Exist
• Understanding and Implementing Employee Empowerment
• Summary
• Epilogue: Success in Today’s Corporate World

The first serious book about management and security. Mandatory reading for security officers.