The Six Things You Need to Know About Executive Protection

Protecting executives and upper management requires risk assessment, cost-benefit analysis and old-fashioned legwork.

Good advance takes time; it could require three weeks to plan a five-day overseas trip. But it's also an opportunity to make protection seem more of a perk than a pain for the principal by speeding things up. The protection professional is the CEO's man Friday, doing all the grunt work ahead of time to ensure his experience is seamless. "If executive protection is done professionally and correctly, it can afford an executive an extra hour and a half to two hours a day," says Oatman.

Tip #4 Stand tall in the face of resistance

When executives rebel against their protectiona fairly common phenomenon—it's the CSO who has to make the case for security.

CSOs need to educate the executive about security recommendations while arguing for his buy-in. It can be helpful to use terms that the executive feels comfortable with, like cost-benefit and return on investment. It can also be effective to boil down the protection program's efforts into a quarterly executive summary that lists the perceived threats and the steps taken to mitigate them. Robert Siciliano, a personal security expert who has advised British Petroleum and Best Western, refers to it as cultivating a "healthy paranoia" in your executive populace. "They should be aware of the risks they face and always informed of the worst-case scenarios." The more that executives know about the role of their protection detail, the better they will understand their role in helping the protection professionals keep them safe.

Of course, executives can come to view these conversations about lurking dangers as scare tactics. That's why it's critical that the CSO and not the individual security provider manage this communication. "I wouldn't try to talk my CEO into taking karate or judo," says one security executive for a Fortune 50 company in the aerospace industry. "But I think it's important that they're aware or sensitive to what's going on [within their peer group]. Threats or activity against other executives are a good opportunity to tweak them about security."

Also, CSOs should have answers ready for executives' most common concerns about security in their lives. For example:

Can I trust them? In a culture where everyone seems to be angling for a book deal, top executives are loath to have a stranger listening to their phone calls and observing the details of their daily lives. Executives have to be able to rely on their discretion.

What about my personal life? Most executives want to leave their work at the office. If a security detail during off-hours is necessary, CSOs can minimize complaints by ensuring that the protection personnel keep a low profile. Video surveillance technology and alarm systems can keep the security professionals at a comfortable distance.