Supervisors Need Mentors and a Clear Career Path
July 1, 2009
Sixteen years ago, before he started his consulting business, Robertson was promoted from the position of security guard to security supervisor — but not necessarily for his own merits. Robertson was the only guard who wasn’t “a complete idiot,” according to the supervisor he was replacing.
That type of thinking is still pervasive in the security industry, says Robertson and has led to the widespread practice of the “Peter Principle” — people rise to a position that’s slightly beyond their capabilities and stay there for the bulk of their career.
Building management company Cadillac Fairview Corp. Ltd. recently re-evaluated its security infrastructure in order to correct and improve some of its staffing inconsistencies, says David Hyde, the company’s director of national security.
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