Profit Over Protection: The Crisis of Leadership and Accountability in Private Security
Introduction
I recently came across a post by a security leader and industry disruptor that caught my attention and got me thinking. Moreover it reaffirmed my belief in the glaring lack of true leadership in the security industry as a whole. The no-nonsense post resonated deeply with me and led me to write this article.
Having spent the last 10 years in the security space, I came into this industry by chance. Originally contacted by a security firm for a role that leveraged my experience in the fire service, I would go on to work in every role from a security officer to security leadership. In that time, I have learned a lot and have worked along side some pretty distinguished professionals. I have also encountered numerous pitfalls that continue to fuel my resolve in pushing for meaningful change. What’s become even clearer to me is the need for a leadership change in the private security industry.
What is going on?
To start, there are far too many individuals at the top of this industry who fit the same cookie-cutter mold: bureaucratic, narcissistic, cis white men with a savior complex. Many of whom have lost touch with the very people they are meant to serve. This disconnect isn’t accidental either. The lack of regulation and accountability has enabled a certain type of person to thrive in these positions by exploiting a significant gap in equitable protection—a gap that’s desperately needed to be filled in this country.
Having found ways to leverage the system, these individuals continue in driving up profits while paying lip service to the very “holistic solutions” they claim to have created. How is this possible? The private security industry in the United States, as of 2024, still lacks a national standard or unified regulation. This negligence has created a vacuum where protection can be commodified and privatized, defining who gets to feel safe and who doesn’t. Companies with vast control over property, continue to exploit these loopholes, perpetuating a cycle of inequity.
One area that continually astounds me is significant pay inequality that is seemingly become acceptable. Many powerhouse security firms, offering physical protection services, continue to underpay their officers and guards—individuals who are tasked with protecting millions, if not billions, in assets. These frontline workers are often living at or below the poverty line. Working crazy hours in overtime just to make a living. Are you kidding me?! These talented professionals are continually exploited to safeguard wealth that they themselves will never have access to. Don’t believe me? The average security officer in the U.S. makes less than $40k annually.
Making matters worse is the glaring lack of diversity at the management and executive levels. The disproportionate number of women, people of color, LGBTQ+, and individuals with disabilities is not just an oversight; it’s a systemic failure that perpetuates blind spots in security planning. When the leadership of an industry that profits from protecting people looks nothing like the people they’re protecting, it’s no wonder their strategies consistently miss the mark.
Imagine for a moment if we addressed the root issues instead. What if we worked to end homelessness, ensured access to quality education, and paid people more than minimum wages? What if we stopped overburdening law enforcement and started building communities that support each other? Only then can we create a security model that genuinely protects everyone. This might disrupt current business models, but isn’t that the point? We can’t keep pretending there’s no other way.
Private security alone can’t, and shouldn’t be the only ones to solve these societal problems, but that doesn’t absolve us of responsibility to change what we can. This is a challenge for every person and every level of government in this country to take on. But to my fellow leaders in the security industry: if you’re not leading by example, if you’re profiting from division, if you’re paying those on the frontlines a fraction of what you earn, then you are part of the systemic problem. It’s time to step up—or step aside.
The Myth of Security Leadership
There’s a myth in this industry that leadership is defined by experience and credentials alone. But leadership isn’t about how many contracts you’ve closed or how many awards you’ve collected over the years. It’s about standing in the gap when no one else will and advocating for change, even when it’s unpopular. Too many security leaders are content with the status quo because it’s comfortable, profitable, and unchallenged. They talk about resilience, yet they’ve built empires on brittle foundations that crack under real scrutiny. What we need are leaders who are unafraid to dismantle outdated paradigms and rebuild systems that actually serve the people they’re supposed to protect.
The Cause and Effect at Every Level of the Business
Micromanagement doesn’t grow in isolation, nor does it respect boundaries— it can manifest in any business or team, regardless of how well-intentioned their mission may be. From executives and management teams to individual contributors and every department in between, its effects permeate every level of an organization without discrimination.
Complicating matters further, the contributing factors of micromanagement are often complex and multifaceted, ranging from fear of failure and inadequate leadership training to poorly formed company cultures that prioritize control over trust, process over people, and profit as the sole measure of success.
In businesses where a leader's success is measured solely by traditional metrics—profits, efficiency, and authority—the importance of emotional intelligence is often overlooked or undervalued altogether.
Conversations around success must include the process: you may have exceeded profits by $5 million annually, but at what cost? How many employees burned out along the way? How many talented people left or disengaged during that time?
Even if micromanagement didn’t start at the top, it is perpetuated and allowed to thrive when those in leadership roles do not respect the real dangers of micromanagement.
What’s often overlooked is that micromanagement isn’t simply a character flaw—it’s a systemic issue that manifests differently in everyone. Its complexity is shaped by a leader’s unique experiences, disposition, self-awareness, and understanding of broader societal dynamics. This makes micromanagement challenging to anticipate and even harder to address, reinforcing the need for tailored solutions rather than a one-size-fits-all approach.
When leaders fail to grasp the importance of these qualities, they are almost certain to fall short in effectively assessing or developing others. Without a well-thought-out and proportionate plan to fill in these gaps, leaders and their teams are more likely to falter than unite. Teams in these environments inevitably become less productive, increasingly disengaged, and ultimately lose trust in both their leaders and the organization’s mission.
Reframing Micromanagement as a Preventable Risk
So, what if micromanagement was reframed as a preventable risk—one that could be mitigated through intentional policies, training, and leadership development? Well, the short answer is it can be. One way to do this is through regularly evaluations of leadership behaviors alongside other key performance indicators. This people-centered approach would allow businesses to catch unhealthy leadership patterns before they take root and provide opportunities for corrective action that strengthens both leaders and teams.
Here are a few meaningful ways businesses can eliminate micromanagement in their organization:
1. Incorporate Emotional Intelligence into Your Training: Emotional intelligence (EQ) is not just a buzzword; it's a core skill any successful and respected leader has learned how to leverage. EQ is essential for fostering trust, collaboration, and psychological safety within any team. By embedding emotional intelligence into your development programs, you empower managers to lead with empathy, self-awareness, and adaptability—all qualities that reduce micromanagement tendencies and promote a more productive, cohesive work environment.
2. Establish Transparent Communication Policies: Leaders who struggle with micromanagement often lack confidence in their team’s abilities or feel insecure about their own performance. Creating clear, open lines of communication—in all directions—helps alleviate this anxiety and fosters inclusion across all levels. By encouraging transparency, you not only empower employees to take ownership of their work but also give leaders the clarity they need to lead with confidence instead of control.
3. Implement Structured Delegation Frameworks: Many managers struggle with delegation, often unsure how to assign tasks without feeling the need to step back in a way that the best work can be performed. By designing a well thought out delegation framework, combined with consistent coaching, managers can learn to delegate tasks appropriately and allow their teams to execute without constant oversight. A well-structured delegation process empowers everyone to take ownership of their work while giving leaders the confidence to focus on broader strategic priorities.
4. Conduct Regular Feedback Sessions: Performance reviews must flow both ways—especially when it comes to something as personal as evaluating performance. If a business expects communication to be open across all areas, reviews should be no exception. Structured, multi-directional feedback sessions allow employees to provide insights on their experience and leaders to detect micromanagement patterns early, proactively preventing burnout and turnover. Consistent, open feedback fosters a culture of trust, where leaders and teams alike can grow and improve together.
5. Foster a Culture of Listening and Action: Receiving feedback is only half the equation—what truly matters is how leaders listen and take action. Businesses must cultivate not just a willingness to accept feedback, but an eagerness to embrace it humbly and use it as a catalyst for meaningful change. When employees consistently give feedback without seeing real changes, they will eventually disengage and stop contributing their insights. By showing a commitment to addressing employee concerns and implementing visible improvements, leaders create an environment where every voice is valued. This openness not only strengthens trust but also drives innovation and fosters positive, sustainable growth across the organization.
6. Avoid a ‘Win-at-All-Costs’ Mentality: In corporate environments, the drive to be the best can often lead to a toxic focus on competition. Even the most well-conditioned athletes know they can’t always be in competition mode. When leaders prioritize ‘winning’ at any cost, they’re more likely to resort to micromanagement as a means to control outcomes and outperform others. This kind of behavior fosters an unhealthy environment where employees feel pressured to succeed under constant scrutiny, rather than being empowered to perform at their best. Businesses should aim to create a culture that rewards collaboration, innovation, and sustainable growth over short-term victories or outdoing others.
Inspiring Change Through Creativity
Ultimately, to combat micromanagement effectively, we must embrace creative and proactive solutions. Labeling micromanagement as a security threat is a critical first step, but it’s equally important to explore new, dynamic ways of supporting both leaders and employees. This begins by reimagining leadership within our organizations—fostering collaboration, innovation, and trust at every level. Mentorship opportunities should be multi-directional, not just top-down, empowering leaders at all stages to guide one another in trust-based leadership and to unlearn any micromanagement tendencies, especially those inherited from higher up. Real change occurs when feedback, growth, and accountability flow freely throughout the organization.
It’s also essential to normalize open conversations about the emotional and psychological toll micromanagement takes. Employees must feel empowered to express their concerns without fear of retaliation or judgment, knowing their voices will lead to meaningful action. Businesses should create clear, safe channels for feedback and demonstrate a commitment to addressing these concerns head-on. By tackling micromanagement directly, organizations cultivate a healthier, more transparent culture where employees feel supported and valued.
Classifying and addressing micromanagement as a security risk benefits everyone within the organization, not just a select group. Beyond boosting productivity, it enhances innovation, job satisfaction, and retention across the board. And the best part? Micromanagement is entirely preventable. With the right combination of policies, training, and mindset shifts, any business—regardless of size or industry—can eliminate it and build a culture that thrives on trust and collaboration.
Bridging the Divide
As prevalent as micromanagement is, it continues to be underestimated—especially from a security perspective. The damage caused by just one micromanager can be as detrimental to an organization’s long-term success as a cyberattack or other major disruption. Recognizing micromanagement as a serious security risk that undermines both people and processes is the first step. To truly safeguard their future, businesses must take proactive measures to eliminate micromanagement before it takes root. Micromanagement will only end when we actively choose to end it.
Published: 09/16/2024