Volume 116

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A Call for Leadership and Now.

I recently read a newsletter from Rishad Tobaccowala titled "On Leadership and Culture: The Future Does Not Fit in the Containers of the Past," and boy, did it land with me. Rishad did an amazing job of distilling and communicating something that I have been trying to articulate.

I have been trying to explain that, with the changes happening in the industry, it is time for more companies to move their managers aside and bring in some leadership.

For the past 30 years, the physical security industry has primarily focused on management and control. That was what the market required: smart scaling, conservative building, predictable systems and processes, ensuring compliance, and optimizing everything. Managers ensured that companies operated effectively, projects and products were delivered on time, and risk was minimized. This was essential to establish the foundation of today's industry. And many were and are rewarded handsomely for being great managers.

But management is not the whole story. And this is not a story of leaders vs managers or "them vs us." In fact, many of today's managers were once leaders. They were visionaries. Some founded companies, others introduced new technologies, and still others drove bold strategies. As the industry matured, they transitioned into management because the business required it, and companies had to hire for these roles.

The industry is currently transforming. We have hardware to software, products to platforms, technical silos to customer experience ecosystems, and more. This requires us to switch back to leadership, not at the expense of management, but as a complement to it.

What needs to happen

The idea of what needs to happen is pretty straightforward. The transformation of our industry requires a multi-faceted leadership approach. Some current executives will transition back from management mode to leadership mode, while others will retire or remain in their current role, creating space for the next generation. New leaders must be developed from within organizations, given visibility, responsibility, and the opportunity to grow. New entrants from outside the industry should be welcomed, bringing fresh skills, cultural perspectives, and innovative ideas. The problem is that, since this involves humans, implementing this change is challenging. And that, too, is a sign of why we need leadership. The hard stuff needs to get done. The opportunity demands it.

Why leadership now?

The next 30 years will not be defined by how well we manage the past 30 years incrementally, but how violently we lead into the future.

Leadership is about:

• Confronting reality instead of deflecting it. This includes investing in areas of growth and making

• Earning followership instead of relying on titles.

• Inspiring through capability, integrity, empathy, vulnerability, courage, and vision.

We can do it, and we need it.

Culture as the lever

This is a people opportunity, and when seated in a company, that means it's a culture opportunity. The companies and the people that thrive will be those that get culture right. Leaders set, support, and reinforce culture, but culture is revealed in how people behave when no one is watching. The next era of security will be defined not just by technology or strategy, but by the cultures leaders create. Leaders will create cultures of excellence, recognition, purpose, and growth.

The opportunity

This is an inflection point for the global physical security industry. Leaders started the movement. Then management built the infrastructure. Leadership must now unlock the transformation. Both are necessary. Both are valued. But the weight must shift.

We need leaders who can inspire trust, rally hearts and minds, and chart aggressive paths forward. They need to do this while honoring and learning from the managers who got us here.

We need what the New Zealand Back Caps of cricket, San Antonio Spurs of the NBA, New England Patriots of the NFL, FC Barcelona of 2008-2012 futbol/soccer, New Zealand All Blacks of rugby, US Womens National Team, Chicago Blackhawks of the 2010-2015 NHL and any team who had strong leadership at the top plus a default to action has/had.

Examples of organizations shifting from management-first to leader (this is not an exhaustive list and I am showcasing large orgs who have shown a desire):

• acre security with new owners, leadership team, and a vision around platforms.

• Allegion is activating its nest egg beyond stock buybacks and dividends to acquire software companies, a clear strategy.

• AMAG with a new strategy from a new leadership team that is about building trust and comfort while leveraging their breadth of offerings.

• Convergint with new leadership and a clear goal in mind.

• dormakaba with new leadership and renewed default to action.

• HID with Bjorn Lidefelt’s leadership. Say what you want, he has brought a different vibe to HID.

• Hirsch with new ownership and a global strategy for the perimeter.

• Motorola Solutions is prioritizing storytelling and branding.

Commonalities? Incentives are set to drive change. It certainly comes down to execution, but it starts with renewed energy, a strategic approach, and a desire. Starts at the top.

Who else am I missing? Who has put management aside and doubled down on leadership?

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