Most executive protection managers transition into their roles from the operational side. Although they usually have excellent protective credentials, their new roles require a good understanding of business and management basics. Unfortunately, few receive any kind of management training on their way up the career ladder.

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As we will see in this blog, new EP managers face all of the same challenges as new managers in any industry – and there are plenty of them – as well as a number of issues more specific to executive protection. Some of these challenges are common to many protection programs, while others are unique due to client preferences.

Unlike the rest of the business world, where managers can often be counted on to have at least a theoretical background in many of the domain areas crucial to success, the executive protection industry has nothing like the MBA programs that spit out so many graduates to corporate jobs.

EP managers of the world – what do you think? Do you have anything to add or subtract from these views? Ping us on social media to join the conversation.

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ASIS and IPSB are coming out with standards and guidelines for executive protection but have not yet developed training for executive protection program management. Maybe someone, somewhere, is working on the first university-level program for executive protection management? If so – please let us know!

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Managing conflicting interests: When you’re in operations, your job is to do your job. When you’re in management, your job is to get others to do their jobs, give others in other parts of the organization what they need to do their jobs, make sure your higher ups look good doing their jobs, all while trying to keep your own job. You might be asked to do more with less. You will be expected to keep an eye on all the details as well as the big picture.

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Close protection agents must focus on the here-and-now and upcoming movements. Program managers must focus on enabling the close protection agents to do their jobs. If you spend 50% of your time as an agent and 50% of your time as a manager, it is not realistic to expect 100% performance in either area.

The calculator is based on industry average costs. Your move costs may vary depending on the actual weight of your goods, the services you request or are needed to complete the move, and/or on the pricing of each individual mover. Also, certain costs are not reflected in this calculation, for example any fuel surcharge that may be applicable at the time of your move and valuation costs.

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The executive protection industry is growing, and so is the number of new executive protection manager positions. This is great for our industry and for all the people who take this important move up the career ladder. But it also ushers in a range of challenges for many of the new managers and the programs and people they lead.

Occasionally, buyers and landlords will try to negotiate for a bit more than broom swept condition and ask that a house be professionally cleaned once you move out, says Bob Gordon, a Realtor® for Berkshire Hathaway in Boulder, CO. Just like you’d expect, that means that they’d like you to pay for a service to come in and scour the house until it shines, maybe even clean the carpets.

Vraa even recommends taking photos of the entire rental afterward just in case your landlord tries to withhold your deposit (or a portion of it). If you encounter difficulties with a landlord who just won’t give up that deposit, consult a local tenants’ rights organization, as regulations vary by state and municipality.

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All in all, if you’re a home seller who’s been asked to leave your place broom clean, remove your clutter and sweep or vacuum the floors, but don’t worry if they’re not mopped and waxed. New owners moving into your place should be prepared to wipe down kitchen cabinets and drawers, clean the floors, and give the bathrooms a good scrub.

The start of every new executive protection program, whether at a corporation or a family office, is characterized by a lot of uncertainty. Principals and their organizations will be unfamiliar with the mission, requirements and tasks of executive protection. Protection professionals will need to become familiar with the corporate culture and the principal’s personal preferences.  There might be unanswered (and even unasked) questions about the scope of the work to be done and the span of control to properly manage that work.

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At a very practical level, many discover that they now need to be fluent in Word, Excel and PowerPoint, but have zero experience with MS Office. But whether they ever end up realizing it or not, they also lack expertise in fundamental business competencies that all managers need to master, at least to some extent, in order to thrive in corporate settings. These include:

One of the classic problems EP managers face is unrealistic expectations about combining their operational and management roles. They’re asked to be the primary close-in protector in the field and the one who builds or runs the entire program. It’s simply not possible to do both well at the same time.

Managing time: New managers often find themselves working more hours than ever before. Yes, there is a learning curve, and things get better with experience, but there are also just a lot of things to do an only so many hours in a day. While keeping operations humming along, managers must also find time to write reports, prepare budgets (and re-do them…), hold meetings, and take care of all the stuff that falls through the cracks. They have to make sure everyone on the team is managing their own time efficiently, too, so team productivity is optimal. And they must also make time to think about strategies and goals in addition to tactics and details.

Contractual obligations aside, it might be tempting to leave things you no longer want or need, such as floating shelves you don’t want to unscrew or old paint cans in the closet. If you think the buyers might want this stuff, go ahead and ask, but when in doubt, take it out. This is something that the buyer will look for during the final walk-through, so you don’t want to derail your sale.

“It’s important for a tenant to clean the place thoroughly,” says Mike Vraa, managing attorney for HOME Line, a tenant hotline in Minneapolis.

Home sellers who are moving out are also expected to leave their old digs in decent shape. However, in this case, without a security deposit to hold as ransom, broom clean is considered more of a courtesy.

Often spotted on real estate contracts or rental leases (along with its kissing cousin, “broom swept” condition), anyone who’s moving out might wonder what it really means. In other words, how clean should you leave your place for the new inhabitants? More important, what happens if you don’t bother?

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The rules for vacating a rental are quite strict: Broom clean means you should leave the place in the same condition as when you moved in, minus reasonable wear and tear. So once you’ve removed your belongings,  break out a vacuum, broom, Swiffer, or other cleaning weapon of choice and go to town.

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“There’s no real requirement for a home seller to clean a property upon move-out,” says Jane Peters, broker/owner of Home Jane Realty, in Los Angeles.

As we wait for these to appear, we are not completely at a loss. In all modesty, our own book, Corporate Executive Protection: An Introduction for Corporations And Security Professionals, provides a good introductory overview for new executive protection, and we hope to develop more in-depth management training soon.

So, declutter, yes. But your home does not need to be immaculate unless a buyer makes a specific request (more on that next).

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New EP managers need to communicate clearly both within the protective team and the client organization.  They must ferret out misalignments, identify them for what they are, and help both sides come to an understanding.  All of this takes a high level of emotional intelligence, situational fluency, time management, patience, and creativity.

Corporate executive protection managers play an important and highly visible role, and the job can be as daunting as it is thankless. Not all new managers are tasked to lead new programs. Some new managers must take on programs that are running well and not screw them up.  Others are asked to turn around underperforming programs. Far too many are tasked with managing programs without agreed performance benchmarks or even alignment on what the program should deliver. All must manage change and balance the needs and wishes of the principal, defer to organizational higher ups, and navigate the varying interests of other stakeholders in family offices, corporations, or households – not to mention all the agents on the protective team.

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Good mangers will learn on the job how and when to switch up their leadership approach based on the evolving situation.  Do you stay in the coaching and influencing mode, or is now the time to be more directive?  Some managers have an intuitive knack for their leadership roles. Others grow into the job as they learn through trial and error. Some should never have been appointed as manager in the first place.

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“I have known sellers to bring in a cleaning crew, which was a lovely touch and much appreciated,” says Peters, “but cleaning up any clutter and broom sweeping is all that is reasonably expected.”

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As they settle into their new roles, new managers everywhere discover that the job has its perks and its challenges which fall into three broad categories:

Managing people: In addition to now being in a position of authority relative to old coworkers, and all the stress that can create, new managers also discover that they are the ones responsible for motivating the team, even though it might be understaffed, underappreciated, underqualified, and underperforming. They are the ones that need to carry out personnel evaluations, spot and fix skills gaps, iron out teamwork issues, and make the decisions that might end careers. But managers have to manage their own managers, too, along with many other stakeholders throughout the organization.  Whether complicated or simple, perceived or real, managing people and managing change must be addressed effectively.

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We do not have any statistics specific to the executive protection industry, but it is no secret that dissatisfaction with managers and direct supervisors is one of the leading reasons people leave jobs. Based on our own experience, there is no reason to believe that this should be different for our industry.

“Currently, most of the market is a seller’s market,” Gordon points out. A buyer “is lucky if the outgoing seller does anything.”

The reason you’ll want to bring your A-game to this is that most landlords are holding your security deposit as collateral in case you don’t leave the place in great shape—and some might want to play tough guy with you. If you want that money back (and you do, right?), you’ll want to give them no wiggle room to find fault with your efforts.

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In addition to cleaning, you should fix any alterations you made to the property. For instance, if you nailed a picture on the wall or installed curtains, you should take these down and fill any holes you made with putty.

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While it has no exact legal definition (and certainly does not mean you must use an actual broom), the term does come with certain expectations—and consequences—that vary based on whether you rent or own your home. Here’s what you need to know.

Buyers do expect, however, that you’ll take all your stuff with you. In fact, your contract might state that you must remove certain items, like that ancient (and mysteriously locked) freezer in the basement.